Proceedings of
UNESCO Chair Programme on
Cultural Heritage and Risk Management

INTERNATIONAL TRAINING
COURSE (ITC) on DISASTER RISKMANAGEMENT of
CULTURAL HERITAGE,
Ritsumeikan University
in collaboration with ICCROM
2021, 15th year
23rd of August to 7th of October 2021
ONLINE
Organized by Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH), Kyoto, Japanin collaboration with the International Centre for the Study ofPreservation and Restoration of Cultural Property (ICCROM)
and contributed by UNESCO, ICOM, ICOMOS/ ICORP

A photo is from Kiyomizu-dera. Taken during the making of site visit video for ITC 2021 online course.

Proceedings of
UNESCO Chair Programme on
Cultural Heritage and Risk Management

INTERNATIONAL TRAINING
COURSE (ITC) on DISASTER RISKMANAGEMENT of
CULTURAL HERITAGE,
Ritsumeikan University
in collaboration with ICCROM
2021, 15th year
23rd of August to 7th of October 2021
ONLINE
Organized by Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH), Kyoto, Japanin collaboration with the International Centre for the Study ofPreservation and Restoration of Cultural Property (ICCROM)
and contributed by UNESCO, ICOM, ICOMOS/ ICORP

Date of Publication: February 2022
Published by: Institute of Disaster Mitigation for Urban Cultural Heritage, Ritsumeikan University
58 Komatsubara Kitamachi, Kita-ku, Kyoto 603-8341 Japan
In collaboration with: ICCROM
Authors: Participants of the ITC 2021
Coordinated by: Rohit JIGYASU, ICCROM Project Manager
Dowon KIM, UNESCO Co-Chair Holder, Associate Professor, Ritsumeikan University
Lata SHAKYA, Associate Professor, Ritsumeikan University
Edited by: R ohit JIGYASU, ICCROM Project Manager
Dowon KIM, UNESCO Co-Chair Holder, Associate Professor, Ritsumeikan University
Lata SHAKYA, Associate Professor, DMUCH, Ritsumeikan University
Wesley Webb CHEEK, Senior Researcher, DMUCH, Ritsumeikan University
Hiroaki OHASHI, Senior Researcher, DMUCH, Ritsumeikan University
Printed by: H
 OKUTO Printing Co., Ltd.
38-2 Shimogamo Takagi-cho, Sakyo-ku, Kyoto Japan© All rights reserved.
No part of this book may be reproduced, restored in retrieval system, or transmitted in any form without the written
permission from the Publisher.

Preface
The “Institute of Disaster Mitigation for Urban Cultural Heritage, Ritsumeikan University (R-DMUCH)” wasestablished as a permanent research institution in 2013 and has handed over activities from former

organization as “Research Center for Disaster Mitigation of Urban Cultural Heritage” which was started by
Prof. Kenzo Toki from 2003.

The “UNESCO Chair International Training Course on Disaster Risk Management of Cultural Heritage”
started from 2006 as one of our important educational activities, and fortunately we can continue it up to
this year supported by UNESCO, ICCROM, ICOM, ICOMOS/ICORP and various national and internationalorganizations. We are very much fortunate to have NICH, (the Independent Administrative Institution
National Institutes for Cultural Heritage in Japan) that has supported us to provide the educational
resources and lessons which are the integrated protection systems of cultural heritage in Japan. I would
like to thank these colleagues for supporting us and participants from all over the world. The purposes ofthis training course are the education of practical experts in each field of cultural heritage conservationand disaster risk management, and the development of draft plan for disaster risk management to secure
the safety of people and cultural value in each cultural heritage site and historical city. I hope these plans
to be actual projects in each country and contribute to cultural advancement in the world.
Due to COVID-19 pandemic, ITC 2021 was conducted online. In spite of various challenges due topandemic situation, it was successfully completed by huge contributions from our overseas colleagues
and colleagues in Japan. I sincerely appreciate all the colleagues for their support of ITC 2021.
The theme of ITC 2021 was “Disaster Risk Management of Cultural Heritage: Learning from the JapaneseExperiences”. It was focused on Japanese experiences in each of the phases of DRM cycle: risk assessment,
mitigation, preparedness, emergency response, recovery, and policies and frameworks including theinternational perspectives on policies and frameworks. The related videos of lectures and site visits,
interactive live sessions with group works and workshops, and mentoring sessions aimed at developing
participants’ individual projects were prepared to meet the learning contents of the online course as close
to face to face courses that we have organized since 2006.
The outcomes were remarkable although the training was short period and virtual. Some of theparticipants have already begun to implement their pilot project on their sites.
Thank you all again for supporting this activity, and please keep in touch with us for joining efforts
towards transferring our cultural heritage to the next generation.

Takeyuki OKUBO,
UNESCO Chair Holder Professor,
Professor, Department of Environmental and Civil Engineering, Ritsumeikan University
Director, Institute of Disaster Mitigation for Urban Cultural Heritage, Ritsumeikan University (R-DMUCH)

Preface
Since 2006, the Institute of Disaster Mitigation for Urban Cultural Heritage at Ritsumeikan University(R-DMUCH), Kyoto, Japan in close collaboration with the International Centre from the Study ofPreservation and Restoration of Cultural Property (ICCROM) has been working towards capacity buildingin the area of disaster risk management of cultural heritage as part of the UNESCO Chair Programme on
Cultural Heritage and Risk Management; one of the unique programmes on this theme in the world. The
target groups for this course include government institutions, departments, universities, NGOs and private
consultants from cultural heritage, as well as relevant disaster management fields. The course is based on
lectures by eminent experts, field visits, exercises and discussions. From the inception of the course in2006 until 2021, nearly 165 professionals from more than more than 68 countries have been trained
through this annual course that is held in Kyoto and other historic sites in Japan such as Minamisanriku
Cho (East Japan), Nara, Himeji, Kobe, Sasayama and Takeda .
Since last year, COVID-19 pandemic that has caused unprecedented health crisis and global disruption,
but it has also brought forward immense potential for harnessing web-based platforms for communications and training, in times when travelling and face to face activities have become extremely challenging.
While in 2020, R-DMUCH and ICCROM organized webinars and online workshops with former participants
and resource persons in place of annual training, this year we decided to take up the challenge of organizing online training course on disaster risk management of cultural heritage for the first time. Following extensive discussions among the organizing team and the resource persons, innovating course structurethat included two online interactions of two and a half hours duration each week along with host ofteaching resources including lecture and field visit videos, group exercises, interactive workshops andpreparation of case study projects by the participants under the mentorship of resource persons. While
Zoom was used as virtual platform for the online sessions and discussions, ‘Slack’ proved to be immensely
useful for formal and informal communication among the resource persons and participants. All theteaching resources as well as participants’s case studies were posted on google drive for easy access by
everyone. At the end of the training course that lasted from 23rd August to 7th October 2021, participants
made presentations of their case study projects and were given valuable feedback by the resource persons.
As we move towards post-COVID times, it is time for us to reflect on how we should continue capacity
building on the disaster risk management of cultural heritage by tailoring the existing knowledge andskills, identifying and filling gaps in terms of knowledge areas/topics, target audience, and pedagogy
based on the lessons learnt from this pandemic. We will continue to build on the rich experience that wehave gathered through online training this year and do hope that even when we return to face to facetraining, we will be able to integrate some of these virtual learning methods. The pandemic period has indeed provided us valuable time to pause, reflect and reconfigure not just the focus areas of disaster risk
management that have paid little or no attention to biohazards but also explore innovative ways of teaching and learning using virtual mediums that are now at our disposal. R-DMUCH and ICCROM will continue
to strengthen their collaboration to meet these emerging challenges and opportunities and reduce disaster risks and build resilience of our cultural heritage around the world.

Rohit JIGYASU
Project Manager
Urban Heritage, Climate Change and Disaster Risk Management
ICCROM

Table of Contents
Preface3

1.

9Introduction

1.1 Background and Objectives of the 15th International Training Course 2021

10

1.2	Timetable of International Training Course (ITC) on

Disaster Risk Management of Cultural Heritage 2021, 15th year

2.

Outline of Disaster Risk Management Plans for Case Study Projects

by ITC2021 Participants

2.1	National Palace of Sintra, Portugal: a comprehensive approach38

41

for the development of a disaster risk management planby Alexandre A. Costa, Portugal

42

by Ana Paula Gómez Uribe, Colombia

48

by Artnet Haskuka, Republic of Kosovo

53

2.2	Disaster Risk Management for the Rafael Núñez House Museum
2.3	Disaster Risk Management Plan for the Historic Center of Prizren
2.4	Community-based Disaster Risk Management Plan in Monserrate District,
Historic Center of Limaby Aya Miyazaki, Japan

60

by Flavio Häner, Switzerland

66

2.5	Basel, a city of museums and underestimated risks for cultural heritage
2.6	Disaster Risk Management Plan for UMAG, Fung Ping Shan Building, The
University of Hong Kong

by Dr. Jennifer Lang, USA

2.7	Disaster risk management for collections in the National libraryof Latvia

by Katrina Kukaine, Latvia

2.8	Disaster Risk Management Plan for the World Heritage Property of The HistoricCenter of Urbino

by Luana Alessandrini, Italy

75

83

88

2.9	Fort Jesus World Heritage Site – Mombasa, Kenya
by Raphael Shem Igombo, Kenya

2.10	Disaster Risk Management Case Study for the Heritage Town of Taal,
Batangas – Philippines

by Richard Hael – BAULA, Philippines

2.11	Disaster Risk Management Draft Plan for the Historic Core of Split
with Diocletian’s Palace

3.

95

101

by Vinka Marinković, Croatia

109

Appendix

115

List of Participants

118

List of Resource PersonsPhotos of ITC 2021

116

119

1 Introduction

1.1 Background and Objectives of
the 15th International Training Course 2021

Disasters and Cultural Heritage

The COVID-19 pandemic and recent disasters such as fires in the Notre-Dame de Paris in 2019 andNational Museum of Brazil in 2018, earthquakes in Central Mexico in 2017, Myanmar and Italy in 2016,
Nepal in April and May 2015, Haiti and Chile in 2010, earthquake and cyclones in Philippines in 2014, firesin Lijiang, China in 2013 and 2014, the devastating tsunami in North East of Japan in 2011 have caused
enormous loss of life, property and cultural heritage, both in its tangible and intangible as well as movableand immovable manifestations. This disaster has once again shown that cultural heritage, including historic buildings, archaeological sites, historic cities and cultural landscapes, is highly vulnerable to disasters
caused by natural as well as human induced hazards such as earthquake, the Tsunami, fire, floods, cyclones/typhoons, armed conflict, theft and terrorism. These may also cause secondary hazards such as thetsunami, landslides and fires thereby exacerbating the damage to cultural heritage. Climate Change is further causing increase in the frequency and intensity of hydro-meteorological hazards such as floods andtyphoons/cyclones.
Therefore, it is important to undertake proactive measures that can reduce risks to cultural heritage fromthese catastrophic events through adequate mitigation and preparedness measures. During emergency
phase, the challenge is how to assess damage and stabilize built heritage properties, which are at risk ofdemolition as well as salvage movable heritage fragments and collections and assess their damage. Thelong term challenge during recovery phase is how to repair and retrofit them and undertake reconstruction that respects tangible as well as intangible heritage values while reducing vulnerabilities.
In the light of these challenges, comprehensive disaster risk management is essential for the protection ofcultural heritage from disasters. Therefore, Cultural Heritage and Risk Management project of Institute ofDisaster Mitigation for Urban Cultural Heritage, Ritsumeikan University (R-DMUCH) aims to organize theInternational Training Programme to build the institutional capacity needed to formulate comprehensive
disaster risk management plans that are based on the characteristics of cultural heritage and nature ofhazards to which the region is exposed.

101.1 Background and Objectives of the 15th International Training Course 2021

Fig.1 World Heritage Sites Located in the Earthquake Zones 2008
Table 1 Regional
Distributionof World
Heritage sites
sites locatedon theZones Zones
Table 1 Regional
Distributionof World
Heritagelocatedon Earthquake
the Earthquake

Region100-200 km

100

91
1
3
10

2
10
2
2
10

1

1
11
1
1
1
4

3
1
1
8
6

16
1

6
35

8
23

13

8
2
18
109

36
136

Within

200km
191
27%
1
14%
5
45%
20
59%
2
22%
3
14%
21
42%
1
2%
0
0%
2
100%
1
100%
7
21%
1
7%
1
2%
24
57%
7
39%
0
0%
14
29%
58
45%
0
0%
21
40%
2
2%
54
31%
245
28%

Over 200km
513
6
6
14
7
18
29
56
14

27
13
49
18
11
7
34
70
16
31
87
120
633

73%
86%
55%
41%
78%
86%
58%
98%
100%
0%
0%
79%
93%
98%
43%
61%
100%
71%
55%
100%
60%
98%
69%
72%

Total
704
7
11
34
9
21
50
57
14
2
1
34
14
50
42
18
7
48
128
16
52
89
174
878

Introduction

Cultural/Mix
Australia/New Zealand
Caribbean
Central America
Central Asia
Eastern Africa
Eastern Asia
Eastern Europe
European Russia
Melanesia
Middle Africa
Northern Africa
Northern America
Northern Europe
South America
Southeastern Asia
Sothern Africa
Southern Asia
Southern Europe
Western Africa
Western Asia
Western Europe
NaturalTotal

0-100 km11

Institute of Disaster Mitigation for Urban Cultural Heritage,
Ritsumeikan University and Its Training Course

The International Training Course on Disaster Risk Management of Cultural Heritage is a follow-up of therecommendations adopted at the Special Thematic Session on Risk Management for Cultural Heritage
held at UN-WCDR (World Conference on Disaster Reduction) in January 2005 in Kobe, Hyogo, Japan. Oneof these recommendations advocated the need for the academic community to develop scientific research, education and training programs incorporating cultural heritage in both its tangible and intangible manifestations, into disaster risk management. The importance of strengthening knowledge, innovation and education to build a culture of disaster prevention at WH properties was reiterated also by theWorld Heritage Committee at its 30th session (Vilnius, Lithuania, July 2006).
Furthermore, the “Declaration”, adopted at the International Disaster Reduction Conference (IDRC) of
Davos (August 2006) confirmed that “concern for heritage, both tangible and intangible, should be incorporated into disaster risk reduction strategies and plans, which are strengthened through attention to cultural attributes and traditional knowledge”. The Sendai Framework on Disaster Risk Reduction recently adopted at the World Conference on Disaster Risk Reduction in Sendai, Japan has further highlighted theimportance of protecting cultural heritage from disasters. Cultural heritage has also been included one of
the sectors in the new ten essentials that have been adopted by UNISDR’s resilient city campaign.
In response to these recommendations by the international community, the Institute of Disaster
Mitigation for Urban Cultural Heritage at Ritsumeikan University (R-DMUCH) has been acting as a focal
point for organizing international research, training and information network in the field of cultural heritage risk management and disaster mitigation. Besides R-DMUCH also functioned as the international secretariat for ICOMOS-International Scientific Committee on Risk Preparedness (ICORP) from 2011 to 2014
and many resource persons of the course are expert members of the Scientific Committee.
165 participants in total from 68 countries have participated in our training courses till date. These participants are from East Asia (China, Indonesia, Japan, Laos, Malaysia, Myanmar, Philippines, South Korea,
Thailand and Vietnam), South Asia and South East Asia (Afganistan, Bangladesh, Bhutan, India, Maldives,
Nepal, Pakistan and Sri Lanka), Oceania (Australia, Fiji, New Zealand and Palau), North America (USA),
Central and South America (Argentina, Brazil, Chile, Colombia, Ecuador, Haiti, Honduras, Jamaica, Mexico,
Panama and Peru), Europe (Albania, Armenia, Belgium, Bosnia and Herzegovina, Croatia, France, Georgia,
Italy, Kosovo, Latvia, Moldova, Netherlands, Portugal, Romania, Serbia, Spain, Switzerland and Turkey),
Middle East (Iran, Iraq, Jordan, Palestine and Syria), Africa (Egypt, Ethiopia, Ghana, Kenya, Malawi, Morocco,
Nigeria, South Africa, Tanzania, Uganda and Zimbabwe).

12

1.1 Background and Objectives of the 15th International Training Course 2021

Objectives and Methodology of the Training Course

The main objective of the course is to provide theoretical and practical knowledge on various aspects ofdisaster risk management of cultural heritage. In particular, the course provides interdisciplinary training to:

heritage by analyzing their vulnerability to natural and human induced hazards that can cause disasters;✓	Undertake an integrated risk assessment of tangible and intangible, immovable and movable

cultural heritage by analyzing their vulnerability to natural and human induced hazards that can
Buildintegrated system for disaster risk management of cultural heritage, incorporating various
cause disasters;

measuresaimed at system
reducing
responding
to disasters
and recovering
them. various✓	
Build integrated
forrisks,
disasterrisk managementof cultural
heritage,fromincorporating

measures aimed at reducing risks, responding to disasters and recovering from them.
✓	Formulate disaster risk management plans for cultural heritage that correspond to the local/ur Formulate disaster risk management plans for cultural heritage that correspond to the local/urban,ban, national and regional plans and policies for disaster risk management and development as
national
regional plans
andandpolicies
formechanisms;
disaster risk management and development as well aswell asand
humanitarian
response
recoveryhumanitarian
response
andmethodologies
recovery mechanisms;✓	
To learn practical
tools,and skills for disaster risk management of cultural heritage such as cost benefit analysis, value assessment, budgeting and communication methods
stakeholders ranging from the decision makers to local communities; and To withlearnvarious
practical
tools, methodologies and skills for disaster risk management of cultural heritage such✓	Strengthen the international scientific support network in order to build the institutional capacias cost benefit analysis, value assessment, budgeting and communication methods with various
ty needed to formulate comprehensive disaster risk management plans that are based on thestakeholders
rangingfrom thedecision
local communities;
characteristics
of cultural
heritageand makers
nature oftohazards
in the nationalandand regional context.
The
comprises
lectures, site visits,
workshops,
pre- needed course
Strengthen
the international
scientificsupportdiscussions,network inteam
orderprojects
to buildand
the individual/group
institutional capacity
sentations. Participants are expected to actively participate throughout the course. The course aims at
to formulate comprehensive disaster risk management plans that are based on the characteristics ofpromoting the development of collaborations and network building among scholars and professionals in

14th International Training Course on
Disaster Risk M anagement of Cultural Heritage 2019
Planning Process of Disaster Risk Management for Cultural Heritage

THEORY and METHODOLOGY
for Disaster Risk M anagement ofCultural Heitage

LECTURESS ITE VIS ITSCAS E S TUDIES on
Disaster Risk M anagement inKyoto, Kobe, Hirafuku andTakeda Castle

FORMULATION of Disaster Risk Management Plan
INTERACTIVE WORDKSHOPSCASE STUDY PROJECTS: Formulating Disaster Risk M anagement for
Cultural Heritage in Participants' Countries

Fig.2 The structure of International Training Course on Disaster Risk Management of Cultural Heritage

Based on the knowledge obtained from lectures, site visits, and exercises through interactive workshops, thetraining course also sets the goal of raising planning skills in disaster risk management of cultural heritage,
13

by having each participant formulate outline of a DRM plan of a case study site or museum from theIntroduction

cultural heritage and nature of hazards in the national and regional context.

cultural heritage protection. This course is provided scientific support by UNESCO and the International
Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM).
The course
comprises obtained
lectures,fromsite lectures,
visits, workshops,
discussions,team projects
andindividual/groupBasedon the knowledgesite visits, andexercises throughinteractive
workshops,
presentations.
Participants
aregoalexpected
to planning
actively skills
participate
throughout
the course.
The coursethetraining course
also sets theof raisingin disasterrisk managementof cultural
heri- aims attage,byhavingeachparticipant
formulateoutline
of
a
DRM
plan
of
a
case
study
site
or
museumfromthepromoting the development of collaborations and network building among scholars and professionals
inparticipant’s home country in line with the country’s respective social, economic and institutional context.
cultural heritage protection. This course is provided scientific support by UNESCO and the International
In order to do so, the Institute asked the selected participants to collect relevant data/information related
Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM).
to the cultural heritage, hazard characteristics and local context before coming to Japan.

Sub Theme of 2021 International Training Programme:
Disaster Risk Management of Cultural Heritage: Learning from the JapaneseExperiences

Japan has a rich cultural heritage, but also the country is vulnerable to disasters because of its climate andtopography. It has experienced countless earthquakes, typhoons, landslides, and other types of disasters
including devastating events like the Hanshin Kobe Earthquake in 1995, and the 2011 Great East Japan
Earthquake and Tsunami. Experiencing these numerous disasters, Japan has developed its own disasterrisk management (DRM) system. Some of the key lessons learned have been expressed in institutional / legal frameworks/ policies and associated budgets related to cultural heritage and DRM. Japan has also
worked to document these lessons and improve its preparedness and emergency response systems
through recurring events at the local or regional level, as well as through community-based disaster mitigation activities.
This year’s training course is focused on Japanese experiences in each of the phases of DRM cycle: Risk assessment, Mitigation and preparation, Emergency response, Recovery, and Policies and frameworks. To
provide a more effective online course, the three sessions: preparatory session (lecture videos, site visit
videos), interactive live session (workshops, group work, group discussions) and post-interactive session(mentoring and feedbacks from resource persons for the case study projects) are prepared for each phase.
While Zoom was used as virtual platform for the interactive live sessions, ‘Slack’ proved to be immensely
useful for formal and informal communication among the resource persons and participants. All theteaching resources as well as participants’ case studies were posted on google drive before the interactive
live sessions for easy access by everyone. It was challenging for us to conduct fieldwork given the
COVID-19 pandemic. However, with the cooperation of the heritage site owners and the local community
in the city of Kyoto, we created alternative video tours of local sites.

Fig.3 An Annual Firefighting Drill at Daigo-ji, World Heritage Temple

141.1 Background and Objectives of the 15th International Training Course 2021

Previous International Training Courses (2006-2020)
ITC 2006

In 2006, which was the first year for this course, eight participants from four countries were invited; namely India and Pakistan, which were struck by a great earthquake in 2005 in Kashmir; Indonesia, which suffered the Indian Ocean Tsunami triggered by the Sumatra Earthquake in 2004 and the Earthquake on theJavanese Island in 2004; and Korea, which had suffered a big forest fire.

ITC 2007
In 2007, R-DMUCH exchanged MOU with ICCROM and established a criterion for choosing participants
with the support of ICCROM. As a result, eight trainees from Bangladesh, China, Peru and Philippines wereinvited for the training course.
Based on the experience of 2006 training course, it was decided to make closer relation between the lectures, site visits and workshops. Therefore in 2007, several related sets of lectures were held in the mornings and workshops in the afternoons. Based on these, discussions were facilitated by the instructors sothat the trainees were able to reflect more effectively on the challenges for cultural heritage disaster management within their own context.

Introduction

ITC 2008
The 2008 training course actively built upon the rich experience gathered during the courses held in theprevious two years. This year had participants from five countries from Asia and Europe, namely Nepal,
Bhutan, Iran, Serbia and Chinese Taipei. Effort was made to make this year’s course, more field-based bydrawing upon the unique opportunity offered by the location of important World Heritage Sites in Kyoto
such as Kiyomizu-dera and Ninna-ji temples. Most of the workshops were, therefore, based on field work
undertaken by the participants in these sites. This year’s course also put greater emphasis on exposing theparticipants to the methodology for undertaking disaster risk assessment for cultural heritage sites.
ITC 2009
The 2009 training course further evolved on the basis of rich feedback provided by the participants of the
training courses from previous years. In response to the need for making the course more relevant to specific requirements and constraints of the developing countries, it was decided to organize the course partly in Japan and partly in Nepal.
Moreover, for the first time, the training course had a specific theme, namely “Earthquake risk management of Historic Urban Areas”. For this purpose, Kyoto and Kathmandu; two historic cities with rich cultural heritage but extremely vulnerable to earthquakes, were chosen as the case study sites for undertaking field exercises during the training course.
The first week of the course was organized in Japan and it focused on familiarizing the participants withthe basic methodology for risk assessment and management for cultural heritage properties. The participants were shown various disaster prevention facilities developed for numerous cultural heritage sites in
Kyoto. Second week in Kathmandu focused on the earthquake vulnerability and capacity of the World
Heritage Monument Zone of Patan and its surrounding historic urban area, both at building and area levels.
The UNESCO Chair programme intends to build upon the four years of very rich experience gained
through very active participation of lecturers from Japan and abroad, as well as the international participants from various countries from Asia, Europe and the Caribbean and further enrich the contents of the
training course in subsequent years.

15

ITC 2010

Fifth UNESCO Chair International Training Course on Disaster Risk Management of Cultural Heritage 2010

was held from 13 to 26 September 2010 in Kyoto, Kobe and Sasayama, Japan. In the light of destructive
Haiti earthquake on January 2010, this fifth International Training Course especially focused on emergency response and long term recovery of wooden and masonry composite Cultural Heritage from disasters. It was attended by 11 participants from 5 countries; Bhutan, Palau, Peru, Serbia and Turkey.

On the final day of the course, the international symposium titled “How to protect Cultural Heritage from
Disaster; Risk Preparedness and Post Disaster Recovery” was organized by Ritsumeikan University and theICOMOS International Committee on Risk Preparedness (ICORP). In the symposium, the current challenges
for protection of cultural heritages taking into account the context of post disaster recovery was discussed
in great depth with international experts from UNESCO, ICOMOS, ICORP and a representative of Kyo-oGokoku-ji Temple; World Cultural Heritage site in Kyoto.
ITC 2011
Sixth UNESCO Chair International Training Course on Disaster Risk Management of Cultural Heritage washeld from 10 to 24 September 2011 in Kyoto, Kobe and Tohoku area of East Japan. In the light of increasing vulnerability of rapidly urbanizing settlements, the course focused on “Integrated Approach for
Disaster Risk Mitigation of Historic Cities”. The course was attended by 11 participants from 8 countries;
Columbia, Jamaica, Kenya, Uganda, China, Mexico, India and Bangladesh.
ITC 2012
Seventh International Training Course on Disaster Risk Management of Cultural Heritage held during
September 2012 in Kyoto, Kobe and Tohoku area of East Japan focused on sustainable recovery of cultural
heritage. Accordingly the theme of the course was “From Recovery to Risk Reduction for Sustainabilityof Historic Areas”.
ITC 2013
The theme of the 8th UNESCO Chair International Training Course on Disaster Risk Management ofCultural Heritage was “Reducing Disaster Risks to Historic Urban Areas and Their Territorial Settings
through Mitigation”. The course focused on policies and planning measures for mitigating risks to cultural heritage from multiple hazards such as earthquakes, floods, landslides and fires, especially in rapidly urbanizing context of developing countries. Special techniques for mitigating risks from earthquakes andfires were also highlighted besides policies, planning and design interventions for long term restoration
and rehabilitation of cultural heritage following disaster through a special workshop in the area affectedby the Great East Japan Disaster in 2011.
ITC 2014
One of the main reasons for extensive damage to cultural heritage is due to fires resulting from natural(bush/forest fires) or human induced causes (arson, chemical or bomb explosion, poor electric wiring or
during renovation works). Also fires can result from earthquakes as was the case during 1995 Great
Hanshin Awaji earthquake in Japan. Considering these issues, the 9th UNESCO Chair International Training
Course on Disaster Risk Management of Cultural Heritage focused on “Protecting living cultural heritage
from disaster risks due to fire”. Policies and planning measures for reducing fire risks to cultural heritage
especially in rapidly urbanizing context of developing countries, special techniques for fire prevention andmitigation, emergency response as well as interventions for long term restoration and rehabilitation ofcultural heritage following disaster were discussed during 2014 course.

16

1.1 Background and Objectives of the 15th International Training Course 2021

ITC 2015

Earthquakes and floods cause immense damage to cultural heritage. Recently devastating earthquakes in
Nepal in 2015, 2013 earthquake in Philippines, North Italy earthquake of 2012 caused vast damage to cultural heritage. Moreover 2014 floods in Balkan region, 2011 floods in Thailand and 2010 floods in Pakistan

also caused damage to historic towns and archaeological sites such as Ayutthaya. While vulnerability ofcultural heritage to earthquake and floods is increasing more than ever before, there are many examplesof traditional knowledge systems developed by communities for mitigating against earthquakes andfloods. Considering these issues and challenges the 10th International Training Course focused on theprotection of cultural heritage from earthquakes and floods, and other associated hazards.

ITC 2016
Climate change is increasing the frequency of disasters caused by hydro-meteorological events such as
heavy rainfall, flash floods, cyclones, typhoons and storm surges. As a result, many heritage sites located in
global hot spots such as coastal areas especially below sea level are exposed to risks of inundation greaterthan ever before. Also, there might be low frequency high intensity incidents of flooding that may trigger
landslides along mountain slopes. Moreover, climate change is resulting in higher temperatures are also
resulting increased incidents of wild fires putting cultural heritage located in forested areas to greater risk
than ever before. The 11th International Training Course specially focused on the protecting cultural heritage from risks of natural disasters including those induced by climate change.

Introduction

ITC 2017-2018-2019
The course focused on the integrated approach for movable and immovable heritage for disaster risk
management of heritage sites as well as museums and its collections before, during and after a disastersituation.
ITC 2020 Alternative ProgrammeThis year, ITC training course was not conducted due to COVID-19 pandemic. However, as an alternative
programme, we conducted webinar series “Capacity Building for Disaster Risk Management of Cultural
Heritage: Challenges and Opportunities in Post-COVID Times” (on 27th June and 4th July 2020) and aworkshop “Good Practices for Disaster Risk Management of Cultural Heritage” (on 8 to 10 Oct 2020).
The webinar series aimed to discuss the future directions of cultural heritage management through presentations by resource persons of ITC. Webinar was structured with two parts. The first webinar focusedon the stages before the disaster that is “Disaster mitigation and Preparedness” and the second webinar
focused on the stages after the disaster that is “Disaster response and recovery”.
The workshop aimed to showcase various projects on disaster risk management of cultural heritage undertaken by the former participants of ITC since 2006. It also aimed to review the activities of ITC since2006 and works towards building a stronger network among the ITC resource persons and the former ITC
participants.

17

Organizers and Participants

The training course is organized in close cooperation with ICCORM and in collaboration with the UNESCO,ICOM, ICOMOS/ ICORP, and relevant institutions of the government of Japan.

Participants List of the Previous Training Courses
ITC 2006, the 1st year
No
1

2

3

Poonacha
KODIRA

Anup KARANTH

SektiadiCountryWork Position and Affiliation

INDIA

Director (Conservation),
Ministry of Tourism and Culture
Archaeological Survey of India

INDIA

Project Coordinator,
Urban Earthquake Vulnerability
Reduction Project, United
Nations Development
Programme (UNDP) India

INDONSESIA

Lecturer,
Dept. of Archaeology, Facultyof Culture Sciences, Gadjah
Mada University

4

Manggar AYUATIINDONESIA

Supervisor of Rescue
on Preservation Division,
Dept. of Cultural and Tourism,
Center for Preservation ofCultural Heritage of Yogyakarta
Province5

Fauzia QURESHIPAKISTAN

Head of the Departmentof Architecture,
National College of Arts, Lahore

PAKISTAN

Coordinator,
Disaster Management Desk
RDPI,
Rural Development Policy
Institute

KOREA

Government employeeof Modern Construction Field,
Tangible Cultural Heritage
Bureau, Cultural Heritage
Administration, Republic of
Korea

6

7

8

18

Name

Hussain KHADIM

Seok JEONG

Woongju SHIN

KOREA

Concurrent Professor,
Dept. Interior Architecture,
Chosun College of Science andTechnology

DRM Plans of Cultural Heritage
Formulated by the Participants

Qutb Minar and its
Monuments, Delhi, WHS

Prambanan Temple
Compounds, WHS and its
Surrounding Environment

Rohtas Fort, WHS

Historic Villages of Korea:
Hahoe, WHS in Andong City

1.1 Background and Objectives of the 15th International Training Course 2021

ITC 2007, the 2nd year
No

Name

CountryWork Position and Affiliation

1

A.K.M. Monowar
Hossain AKHAND

BANGLADESH

Deputy Secretary,
Ministry of Home Affairs, GOVT.
of Bangladesh

BANGLADESH

Executive Director,
DWIP UNNAYAN SONGTHA(DUS)

P. R. CHINA

Protection and Management
Bureau of World Cultural
Heritage Site - the Old Town of
Lijiang2

3

Md. Rafiqul ALAM

Shijun HE

Cuiyu HEP. R. CHINA

5Maria Del Carmen
CORRALES PEREZPERUInstituto Nacional De Cultura
Architect of the conservation
and Restoration Sub Direction

PERU

Chief of Laboratory ofStructures,Japan-Peru Center for
Earthquake Engineering
Research and Disaster
Mitigation

6

Partricia Isabel
GIBU YAGUE

7

Glen
CONCEPCIONPHILIPPINES

City Disaster Action Officer andCity Environment & Natural
Resources Officer,
City Government of Vigan

8

Eric QUADRA

PHILIPPINES

Architect, LGU-Vigan City

Lal Bagh Fort, Dhaka,Bangladesh

Old Town of Lijiang , WHS

Historic Centre of Lima, WHS
Introduction

4

Protection and Management
Bureau of World Cultural
Heritage Site - the Old Town of
Lijiang

DRM Plans of Cultural Heritage
Formulated by the ParticipantsHistoric Town of Vigan, WHS

19

ITC 2008, the 3rd year
No

1

2

Name

Choening DORJI

Karma TENZINCountryWork Position and Affiliation

BHUTAN

Architect,
Division for Conservation of
Heritage Sites, Department ofCulture, Ministry of Home &Cultural Affairs Royal
Government of Bhutan

BHUTANDRM Plans of Cultural Heritage
Formulated by the Participants

Tashichho Dzong

Civil Engineer,
Tashichhodzong Maintenance
Division, Dzongkhag
Administration
Deputy of Research & TechnicalConsultant,
Recovery Project of Bam’s
Cultural Heritage
Bam and its CulturalLandscape, WHS
Assistant Professor,

3

Mahmoud NEJATI

IRAN

4

Fatemeh
MEHDIZADEHSARADJ

IRAN

5

Kai Ube Prasad
WEISE

NEPAL

Architect,
Planners’ Alliance for the
Himalayan & Allied Regions

6

Suman Narsingh
RAJBHANDARI

NEPALAssistant Professor,
Nepal Engineering College

7

Ivana FILIPOVICSERBIA

Architect Conservationist,
Cultural Heritage Preservation
Institute of Belgrade

Department of Conservation,
Iran University of Science andTechnology

Patan Durbar Square
Monument Zone in
Kathmandu Valley, WHS

Lower Town in Belgrade
Fortress

ObserverNo

NameCountryWork Position and Affiliation

1

Shang Chia
CHIOU

TAIWAN

Professor,
Department of Architecture and Interior Design,
National Yunlin University of Science & Technology

2

Shen Wen CHIENTAIWAN

Associate Professor,
Department of Fire Science, Central Police University

ITC 2009, the 4th year
No
1

2

20

Name
Rong YU

Yuan DINGCountryWork Position and Affiliation

P. R. CHINA

Lecturer, Wenhua College,
Huazhong University of Scienceand Technology

P.R.CHINA

Researcher,
Tongji University, National
Historic Cities Research Center

DRM Plans of Cultural Heritage
Formulated by the Participants

Dujiangyan, WHS

1.1 Background and Objectives of the 15th International Training Course 2021

NEPAL

Architect,World Heritage Conservation
Section/Ministry of Culture andState Restructuring,
Department of Archaeology

4

Suresh Suras
SHRESTHA

NEPAL

Archaeological Officer,
Ministry of Culture and state
Restructuring, Department ofArchaeology

5Pauline BROWNJAMAICA

Senior Director,
Office of Disaster Preparedness
and Emergency Management

JAMAICA

Senior Archaeologist,
Jamaica National Heritage
Trust

3

Ramesh
THAPALIYA

6

Audene BROOKS

7

Sergius CIOCANU

MOLDOVA

Head Scientific Researcher,
Institute of Cultural Heritage of
the Academy of Science ofMoldova

8

Valeria
SURUCEANU

MOLDOVA

Curator,National art Museum ofMoldova

Patan Durbar Square
Monument Zone in
Kathmandu Valley, WHS

Port Royal City

National Museum of Fine Arts
(Buildings and Collection)

No

Name

Country

Introduction

Observers in the Kathmandu Part of the ITC 2009
Work Position and Affiliation1

Keshab P. SHRESTHA

NEPAL

Chief,
National History Museum

2

Punya Sagar MARAHATTA

NEPALLecturer,
IoE, tribhuvan University

3

Ajay LAL CHANDRA

NEPAL

Assistant Professor,
Department of Architecture and Urban Planning, IoE

4

Gyanin RAI

NEPAL

Chief (Administration, Information &Public Relation Section),
Lumbini Development Trust

5

Inu PRADHAN SALIKE

NEPAL

Lecturer,
Khwopa Engineering College

6

Saubhagya PRADHNANGANEPALHead of Culture and Archaeology Unit,
Lalitpur Sub Metropolitan City Office7

Chandra Shova SHAKYANEPALHead of Heritage Section,
Lalitpur Sub Metropolitan City Office8

Prabin SHRESTHANEPALHead of Urban Development Division,
Lalitpur Sub Metropolitan City Office

9

Ashok SHRESTHANEPALHead of Administration Division,
Lalitpur Sub Metropolitan City Office

10 Sainik Raj SINGHNEPALHead of Earthquake Safety Section,
Lalitpur Sub Metropolitan City Office21

ITC 2010, the 5th year
No

1

2

Name

DechenTSHERING

Junko MUKAIWork Position and Affiliation

BHUTAN

Structural Engineer,
Division for Conservation of
Heritage Sites, Department ofCulture, Ministry of Home &Cultural Affairs, Royal
Government of Bhutan

BHUTAN

Deputy Chief Conservation
Architect,
Division for Conservation of
Heritage Sites, Department ofCulture, Ministry of Home andCultural Affairs, Royal
Government of Bhutan

DRM Plans of Cultural Heritage
Formulated by the Participants

Wangduephodrang Dzong

3

Alexander G
DWIGHT

PALAU

Director, Historical Preservation
Officer,
Bureau of Arts & Culture,
Ministry of Community &Bai: Traditional Meeting House
Cultural Affairs

4

Sunny
NGIRMANG

PALAU

Palau National Registrar,
Bureau of Arts & Culture, Palau
Historic Preservation Office

5

TeresaVILCAPOMAHUAPAYAPERU

Professor, Sagrado Corazon
University

6

Olga Keiko
MENDOZASHIMADAPERUJSPS Research Fellow, Graduate
School of Science &City of Cuzco, WHS
Engineering, Ritsumeikan
University

7

Marilene
TERRONES DIAZ

PERU

Professor, Sagrado Corazon
University

8

MilicaGROZDANICSERBIA

Director,
Cultural Heritage Preservation
Institute of Belgrade

9

Svetlana
Dimitrijevic
MARKOVICSERBIA

Architect - Conservator - Senior
Associate,
Cultural Heritage Preservation
Institute of Belgrade

TURKEY

Assistant Professor, Dr.
Yildiz Technical University,
Faculty of Architecture,
Restoration Department

TURKEY

Research Assistant, PhD
Student,
Yildiz Technical University,
Faculty of Architecture,
Structural Systems Division

Zeynep10
GUL UNAL

11

22

Country

MeltemVATAN KAPTAN

Kosancicev Venac, Belgrade

Eskigediz Heritage Site

1.1 Background and Objectives of the 15th International Training Course 2021

ITC 2011, the 6th year
Work Position and Affiliation

DRM Plans of Cultural Heritage
Formulated by the Participants

COLOMBIA

Assessor for the Heritage
Director Office,Ministry of Culture

History center of Santa Cruz deMompox, WHS

Cheryl NICHOLSJAMAICA

Training Manager,
Office of Disaster Preparedness
and Emergency Management

The Holy Trinity Cathedral

3

Jose Ramon
PEREZ OCEJOMEXICO

Part-time Teacher,
Universidad de las Américas(Puebla, MEXICO)Colonial City Centre of Puebla,
WHS

4

Julius
MWAHUNGA

KENYA

Senior Cultural Officer,
Ministry of State for National
Heritage and Culture,
Department of Culture

Lamu Old Town, WHS

5

Remigius
KIGONGOUGANDA

Conservator Sites andMonuments/ Site Manager,
Department of Museums andMonuments

Kasubi Tombs, WHS

Taj Mahal, WHS

No

Name

Country

1

Celina RINCON

2

Janhwij SHARMA

INDIA

7

Md. Aamir
Hussain SHIKDERBANGLADESH

Urban Local Body Coordinator,
Bangladesh Municipal
Development Fund (BMDF)

Historic Mosque City ofBagerhat, WHS

8Qing WEI

P. R. CHINA

Deputy Director,
Cultural Heritage Conservation
Center, THAD

Kulangsu

P. R. CHINAPhD Candidate,
Urban Design and Planning
Department, Norwegian
University of Science andTechnology (NTNU)

Taoping Qiang Village

9

Yu WANG

Introduction

6

Director (Conservation andWorld Heritage),
Archaeological Survey of India,
Ministry of Culture

23

ITC 2012, the 7th year
No

Name

1

Suzie YEE SHOW

2

Work Position and Affiliation

DRM Plans of Cultural Heritage
Formulated by the Participants

FIJI

Secretary General,
ICOMOS PASIFIKA

Levuka Town, WHS

INDIA

Sector Manager,
Gujarat State Disaster
Management Authority

Champaner - Pavagadh
Archaeological Park,
Panchamahal District, Gujarat,
WHS

Jongmyo Shrine, WHS

Country

Vikas LAKHANI

3

Sang sun JO

KOREA

Research Associate andCurator,Heritage Repair Division,
Cultural Heritage
Administration of KOREA

4

Rosli
BIN HAJI NOR

MALAYSIA

Head of Melaka World Heritage
Office,Melaka World Heritage Office

Historic City of Melaka, WHS

Bagan located in Manadalay
Division, Myanmar

5

Ni LEI WIN

MYANMAR

Communications Officer at
World Concern Myanmar,
Relief, Recovery andDevelopment Project inMyanma6

Helen
McCRACKENNEWZEALAND

Policy Adviser - Heritage,
Ministry for Culture andHeritage

Cuba Street Historic Area,
Wellington

7

Usman SHAMIMPAKISTAN

Programme Officer,
Kuchlak Welfare Society (KWS)

Mehrgarh, lies on the “Kachi
plain” of now Balochistan,
Pakistan

8

PoornaYAHAMPATHSRI LANKA

Consultant- External Resource Person,
Disaster Risk Management &Climate Change for GIZ

Sacred City of Kandy,
Sri Lanka, WHS

9

Sibel
YILDIRIM ESEN

TURKEYConservation Architect,
Ministry of Culture and Tourism

Agora Archeological Sitein the Historic City of Izmir

Observers

24

No

Name

CountryWork Position and Affiliation

1

Dong Seok KANG

KOREA

A Section Chief of GIS, Cultural Heritage
Administration

2

Thi My Thi TONGVIET NAM

PhD Student, International Environmental andDisaster Management Laboratory, Graduate School of
Global Environmental Studies, Kyoto University

1.1 Background and Objectives of the 15th International Training Course 2021

ITC 2013, the 8th year
No

Name

1

Saleh
MohammadSAMIT

2Dian LAKSHMIPRATIWIWork Position and Affiliation

DRM Plans of Cultural Heritage
Formulated by the Participants

AFGHANISTANNational Manager,
Community Development
Programme, Aga Khan
Foundation- Afghanistan

Cultural Landscape andArchaeological Remains of the
Bamiyan Valley, WHS

INDONESIAHead of Archaeological
Section,Division of History,
Archaeological and Museum,
Cultural Service Office,
Government of Yogyakarta
Special Territory

Kotagede Heritage Area,
Yogyakarta Historic City

Golestan Palace, Tehran Bazaar
and their surrounding oldurban fabrics, Tehran

Country

Kambod AMINIHOSSEINI

IRAN

4

BarbaraCARANZAITALY

MEC srl
Italian Army “LIGURIA” ARMYMILITARY COMMAND

Monumental Cemetery of
Staglieno, Genoa
Portovenere, Cinque Terre, andthe lslands (Palmaria,Tino andTinetto), WHS

5

Paola MUSSINIITALY

Researcher,
SiTI-Instituto Superiore sui
Sistemi Territoriali per l’Innovazione

6

Zaha AHMED

MALDIVES

Assistant Architect,
Heritage Department,
Male’ Republic of Maldives

Laamu atoll Isdhoo Old Friday
mosque in Maldives

NEPAL

Advisor,
Urban Planning andInfrastructure Development,
GFA Consulting Group (Nepal
Office), on behalf of GIZ/Nepal
Municipal Support Team,
Ministry of Urban
Development, Department of
Urban Development andBuilding Construction

The city core area of Tansen
Municipality

NIGERIA

Director of Programs,
Development Education and
Advocacy
Resources Initiative for Africa(DEAR Africa)

Sukur Cultural Landscape, WHS

7

Arjun KOIRALA

8

Kenechukwu
Chudi
ONUKWUBE

Introduction

3

Director,
Risk Management ResearchCenter(Associate Professor)
Risk Management ResearchCenter,International Institute ofEarthquake Engineering andSeismology

25

9

MuhammadJuma
MUHAMMAD

Hatthaya
10
SIRIPHATTHANAKUNTANZANIA

Director,
Urban and Rural Planning
Stone Town of Zanzibar, WHS
Department of Urban and Rural
Planning

THAILAND

Landscape Architect
Ministry of Culture, Fine Arts
Department,
Office of Architecture

Historic City of Ayutthaya, WHS

CountryWork Position and Affiliation

DRM Plans of Cultural Heritage
Formulated by the Participants

ALBANIA

Project Manager, Deputy Headof Office, Cultural Heritage
without Borders (CHwB)

Gjirokastra, WHS

ITC 2014, the 9th year
No

Name

1

Elena MAMANI

2

Catherine FORBES AUSTRALIA

Built Heritage Advisor, GML
Heritage; Australia Institute ofArchitects, Australia ICOMOS

The Rocks Historic Urban
Precinct3

Sasa TKALEC

CROATIA

Head of Office of Director,
Croatian Conservation InstituteCastle Batthany in Ludbreg

4

Juan Diego
BADILLO REYESECUADOR

Architect Conservator freeSan Antonio del Cerro Rico delance, Volunteer South America
ZarumaCoordinator

Bab El-Wazir, El-Darb Al-Ahmar
District, Historic Cairo, WHS

5Abdelhamid
SAYED

EGYPT

Chairman, Conservator in the
Ministry of Antiquities,
Egyptian Heritage Rescue
Foundation (EHRF); Training &Capacity Building UnitManager, Egyptian Earth
Construction Association(EECA)

6

Anaseini
KALOUGATA

THE FIJI
ISLANDS

Senior Project Officer Levuka,
Department of National
Heritage, Culture and Arts

Historical Port Town of Levuka,
WHS

7

Cinthia
CABALLEROHONDURAS

Urban control and planification
unit, Alcaldia Municipal Del
Distrito Central (Gerencia Del
Centro Historico)Central District Historic Area

8

Jyoti PANDEYSHARMA

INDIA

Professor, Department ofArchitecture, Deenbandhu
Chhotu Ram University of
Science & Technology

Fatehpur Sikri, Agra District,
Uttar Pradesh, WHS

9Saut SAGALAINDONESIA

Senior Fellow, Resilience
Development Initiative

Gedung Sate Building,Governor office of West Java
Province

IRAQ

University Lecturer, Researcher
and Earthquake Expert, Remote Al-Hadba Minaret and Nirgal
Sensing Center, Mosul
Gate / Mosul City
University

10 Alaa HAMDON

26

1.1 Background and Objectives of the 15th International Training Course 2021

11 Richard NESTER

12 Zafar SHAH

13 Hussain SALEH

Kaichard
14
RUTTANAWONGCHAINEWZEALAND

Technical Advisor – Historic,
Department of Conservation

Government Buildings Historic
Reserve

PAKISTAN

Regional Emergency Officer(South Punjab), Punjab
Emergency Service (rescue1122), Emergency Services
AcademyLahore Fort, WHSSYRIAHead of the scientific researchcommissions department,
Higher Commission for
Scientific Research

Crac des Chevaliers (in Arabic:
Castle Alhsn), WHS

THAILAND

Captain assistant, Klongtoey
fire station, second operation,
fire department, Bangkok
metropolitan

Vimanmek Palace, WHS

Introduction

27

ITC 2015, the 10th year
No

CountryWork Position and Affiliation

DRM Plans of Cultural Heritage
Formulated by the Participants

CHILE

Assistant professor,
Departamento de Arquitectura,
Historic Centre of Valparaíso
Universidad Técnica Federico
Santa María

2

Benjamin Kofi
AFAGBEGEE

GHANA

Assistant Conservator ofMonuments,
Ghana Museums andMonuments Board

Asante Traditional Buildings

3

Stephan DONA

HAITI

Disaster Risk Reduction
Advisor,Plan Consult

Citadelle, Sans Souci, Ramiers

4

Mohamad Faruk
MUSTHAFA

INDIA

Chief Executive Officer,
RAPID RESPONSE

Mahabalipuram

IRAN

Teaching/research assistant in
Department of Environmental
Planning,
Ph.D. Candidate inInternational Graduate School:
Heritage Studies,
Brandenburg University ofTechnology Cottbus

Bam and its Cultural landscapeArchaeological Area ofAgrigento

1

Marcela
HURTADOSALDIAS

5

Mohammad
RAVANKHAH

6

Aurelio DUGONIITALYRegional Director of ANPAS
Sicily Committee,
National Association for Public
Assistance (ANPAS)

7

HisilaMANANDHAR

NEPAL

Urban planner,
Kathmandu Valley
Development Authority

Patan Durbar Square

8

Sonam LAMA

NEPAL

Assistant professor, Nepal
Enginnering College

Boudhanath Stupa and surrounding area

9

Ilse Anne
Elisabeth
DE VENTNETHERLANDS

Senior inspector, GeoEngineering,the Dutch State Supervision of
Mines

Hogeland, Groningen,the Netherlands

PALESTINE

Senior Project Architect & Fast
Track Coordinator,
Welfare Association – Old Cityof Jerusalem Revitalization
Program “OCJRP”

Old City of Jerusalem

Gerald Vallo
11
PARAGAS

PHILIPPINES

Urban and Environmental
Planner (Licensed),
City Government of Tacloban

The Sto. Niño Shrine andHeritage Museum,and the People’s Center andLibrary

12 Marko ALEKSIĆSERBIA

Associate,
Central Institute forConservation in Belgrade

Serbian Orthodox Monastery
Žiča

10

28

Name

Bashar Ibrahim
HUSSEINI

1.1 Background and Objectives of the 15th International Training Course 2021

13

Pamela Jane
MAC QUILKAN

SOUTH
AFRICA

Programme Officer,
The African World Heritage
Fund (AWHF)

Robben Island

14

WitiyaPITTUNGNAPOOTHAILAND

Lecturer,
Faculty of Architecture,
Naresuan University

Ban Pak Klong Village,
Bangrakham,
Phitsanulok Province, Thailand

15 Ngoc Phu PHAM

VIETNAM

Vice Director, Hoi An center for
Cultural Heritage Management
and Conservation

Hoi An Ancient Town, Vietnam

ObserverNo
1

Name
Satoko TOYODACountry
JAPANWork Position and Affiliation
Student,
Stuttgart State Academy of Art and Design, Germany

Introduction

29

ITC 2016, the 11th year
No

1

2

3

Name
Maria Cristina
Vereza LODI

Fatma Saidi
TWAHIR

Muhammad Fathi
Hasan AL-ABSIDRM Plans of Cultural Heritage
Formulated by the ParticipantsBrazilArchitect Preservationist,
Rio de Janeiro Municipal
Government / Rio World
Heritage Institute

Carioca Landscapes Between
the Mountain and the Sea

Kenya

Architect,Sites and Monuments; &Mombasa Old Town
Conservation Office,National Museums of Kenya

Mombasa Old Town
Conservation Area

JordanAssociate conservator
Architect,Engineering and conservation
department/ Department of
Antiquities (DOA)

Petra or Karak castle

Zona Arqueológica de El Tajín,
Veracruz (Tajín Archaeological
Site)

4

Dulce MariaGRIMALDI SIERRA

MexicoSenior conservator for conservation and research of decorative elements at archaeologicalsites,
Coordinación Nacional deConservación del Patrimonio
Cultural (CNCPC),
Instituto Nacional deAntropología e Historia (INAH)

5

Barbara MINGUEZGARCIA

Spain

Consultant,
The World Bank

Antigua Guatemala

6

Vanessa Anne
TANNER

New
Zealand

Senior Heritage Advisor,
Wellington City Council,

Newtown Shopping Centre
Heritage Area

7

Nermina KATKIĆ

Bosnia andHerzegovina

Associate for archaeology,
Commission to Preserve
National Monuments of Bosnia
and Herzegovina

Old Bridge Area of the Old Cityof Mostar

8

MihaelaHĂRMĂNESCURomania

Lecturer, PhD Architect,‘Ion Mincu’ University ofArchitecture and Urbanism,
Faculty of Urbanism(Part of ) Delta Dunarii,
Romania – Tulcea city andsurroundings proximity

9

Alberto Enrique
PASCUAL

PanamaDirector,
Fundation CoMunidad

Fortifications on the Caribbean
Side of Panama: Portobelo– San Lorenzo

Philippines

Legislative Staff Officer IV,
Senate Economic Planning andPolicy Office,Senate of the Philippines

Historic Town of Vigan

MoroccoProfessor – researcher,
Earth Sciences Department,
Faculty of Sciences,
University Moulay Ismail,Meknes, Morocco

Volubilis Archaeological Site
(Morocco)

Sherwynne
10Bagaoisan AGUB

11 Mohamed ROUAI

30

Work Position and Affiliation

Country1.1 Background and Objectives of the 15th International Training Course 2021

12 Navneet YADAV

India

Associate Director,
Disaster Risk Management

Shimla City, Himachal Pradesh

Claudia Cecilia
13 GONZÁLEZMUZZIO

Chile

Partner at Ambito Consultores,
Ambito Consultores Ltda.

Qhapaq Ñan, Andean Road
SystemPakistan

Assistant Director -Recovery &Rehabilitation,
National Disaster Management
Authority

Mohenjo-Daro archeological
sites

Peru

Senior Auditor – Specialist in
Culture Management andCultural Heritage,
Contraloria General de la
Republica

Chan – Chan Archaeological
Zone (La Libertad, northerncoast of Peru)

14 Amna SHUJAMaria Elena
15 ALMESTARURTEAGA

ObserverNo
1

Name
Sakiko OSHIBACountry
JAPANWork Position and Affiliation
Undergraduate Student,
Toyo Institute of Art and Design

Introduction

31

ITC 2017, the 12th year

32

Work Position and Affiliation

DRM Plans of Cultural Heritage
Formulated by the Participants

BhutanConservator,
National Museum of Bhutan

National Museum of Bhutan(Ta Dzong)2

Abner Omaging
LAWANGEN

Philippines

Local Disaster Risk Reduction
and Management Officer,
Local Government of Tublay,
Benguet, Philippines

Banaue Rice Terraces

3

Hamit BİRTANE

TurkeyTechnical Expert,
Directorate of Gallipoli
Historical Site

Gallipoli Historical Site

4Innocent Hudson
MANKHWALA

Malawi

Archivist (Conservation
Section),
Department of Culture,
National Archives of Malawi

Museum of Malawi

5

Ming Chee ANG

Malaysia

General Manager,
George Town World Heritage
Incorporated

George Town UNESCO World
Heritage Site

6

Victor
MARCHEZINI

BrazilResearcher,
National Centre for Monitoringand Early Warning of Natural
Disasters (CEMADEN)

São Luiz do Paraitinga town,
state of Sao Paulo, Brazil

7

Virasith SithPHOMSOUVANH

Lao PDR

Acting Deputy Director of
Remote Sensing Center,
Ministry of Natural Resourceand Environment (MONRE)

The Town of Luang Pra Bang

8

Sayma IQBAL

India

Lead Conservation Consultant,
INTACH, Kashmir Chapter

Shri Pratap Singh Museum

9

Bertrand Pascal
LAVEDRINEFranceDirector of the Centre derecherche sur la Conservation,
National Museum of Natural
History

National Museum of Natural
History

10 Domenico GRECO Italy

Civil Engineer - Young
Researcher at University ofSalerno, ICOMOS/ICORP Italy

Cilento National Park and Vallodi Diano with The
Archeological Sites of Paestum
and Velia

11 Khin Aye YEE

Operation Officer,
Social, Urban, Rural and
Resilience Global Practice,World Bank Group, World Bank,
Myanmar

Yangon or Bagan (tbd)

No

Name

1

Dorji WANGCHUKCountry

Myanmar1.1 Background and Objectives of the 15th International Training Course 2021

ObserversNo

NameCountryWork Position and Affiliation

1

Chan Min PARK

KOREA

Curator, National Research Institute of Cultural
Heritage

2

Sophie ABRAHAM

Switzerland

Junior Professional Officer, Disaster Risk Reduction,
Emergency Preparedness & Response Unit, Culture
Sector UNESCO

ITC 2018, the 13th year
No

1

Name

Marcia Furriel
Ramos GALVEZCountry

BrazilWork Position and Affiliation

DRM Plans of Cultural Heritage
Formulated by the ParticipantsArchitect at the Architecturalpreservation group - associated to the Memory andInformation Center,
FUNDACAO CASA DE RUIBARBOSA - MINISTERIO DA
CULTURA (House of Rui
Barbosa Foundation - Ministryof Culture)

Museu Casa de Rui Barbosa(Rui Barbosa’s Historic House
Museum)2

Jamyang Singye
NAMGYEL

Bhutan3

Kundishora
Tungamirai
CHIPUNZA

Zimbabwe

Chief Curator,
National Musuems andMonuments of Zimbabwe

Great Zimbabwe World
Heritage Site

4

Abel Assefa
GIRMAY

Ethiopia

Heritage Conservator,
Authority for Research andConservation of Cultural
Heritage

Taitu Hotel

MexicoFull Time Conservator,
National Bureau for Cultural
Heritage Conservation part ofNational Institute of
Anthropology and History(Coordinacion Nacional deConservacion del Patrimonio
Cultural, Instituto Nacional deAntropologia r Historia,
CNCPC-INAH)

EX DOMINICAN CONVENT OFSANTO DOMINGO DEGUZMÁN, TEHUANTEPEC,MEXICO

Pashupatinath Temple Area,
Kathmandu, Nepal
Upper Svaneti

5David Antonio
TORRES CASTRO

6

SumeruTRIPATHEE

Nepal

Country-Humanitarian
Preparedness & Response
Coordinator, Oxfam GB (Oxfam
in Nepal)

7

Irakli KOBULIA

Georgia

Independent Consultant

Trashigang Dzong

Introduction

Architect,
Division for Conservation of
Heritage Sites, Department ofCulture, Ministry of Home andCultural Affairs, Royal
Government of Bhutan

33

8

9

Vikas Namdeo
KURNE

Idrees JEHAN

Farhad10
BANIZAMAN LARI

11 Grace DE SMET

Disaster Management
Coordinator,
Indian Red Cross Society

CHHATRAPATI SHIVAJI
MAHARAJ VASTUSANGRAHALAYA

Pakistan

Disaster Risk Reduction Officer(DRRO),FATA Disaster Management
Authority (FDMA)

Peshawar Museum

Iran

Project manager at Tarh e-No
Andishan Consulting Engineers
Co.(Thinking New
Approach(TNA)),
Lecturer at University ofApplied Science andTechnology (Red Crescent
Organization/Tehran Disaster
Mitigation and Management
Organization(TDMO)

Bazar Qaisary, located in thecity of Lar(my home town),
south of Fars State, southern
IranBelgium

Autonomous researcher on
endangered Cultural Heritage;
student Master after Master in
Urban Studies at Vrije
Universiteit Brussel (Belgium);Intern at UNESCO Culture
Emergency Preparedness andResponse Unit

The city-center of Brugge

Historic Centre of Sighişoara

12

Catalin Andrei
NEAGOE

Romania

Architect at the National
Institute of Heritage, Romania,
Visiting Lecturer at “Ion Mincu”
University of Architecture and
Urbanism, Bucharest, Romania

13

Rosa Grazia DE
PAOLI

Italy

OFFICIAL, Calabrian regional
Council

HISTORICAL CENTER OFREGGIO CALABRIA

Italy

Post-doctoral researcher,
Sapienza University

The Archeological Area locatedin the ancient city-center ofRome, which is known as
Palatinum Hill, with special
focus on the so-called Galleryof the Collapsed Vaults

Italy

Ph.D student in Civil
Engineering at the Departmentof Engineering of Energy,
Systems, Territory andConstruction, School ofEngineering, University of Pisa
(Senior Member of the Italian
Youth Association for UNESCO)

Historic Centre of San
Gimignano (Italy)

14 Enrica DI MICELI

15

34

India

Francesca
GIULIANI1.1 Background and Objectives of the 15th International Training Course 2021

ObserversNo

NameCountryWork Position and Affiliation

1

Aditia Rahma Putra

Indonesia

Spatial Planning Division, Municipal Government Of
Semarang

2

Kasaqa Temoinunia Tora

Fiji

Project Manager The National Trust of Fiji

3

Sehyun KIM

South
Korea

Research Assosiate National Research Institute ofCultural Heritage

ITC 2019, the 14th year
Name

Country1

Virginia FernandaGONZÁLEZ

Argentina

Museum Director,
Museum Director Cultural
Secretary of National
Government

Historical Museo of Sarmiento2

Angela MariaMICELI

Italy

Individual Professional,
AIAPP Professional Associationof Lanscape Architects

LUNGOTEVERE TOR DI QUINTO(QUINTO’S TOWER/TIBER_
RIVERFRONT PARK)

3

Monia DEL PINTO

Italy

PhD researcher,
Loughborough University

MuNDA -Museo Nazionale
D’Abruzzo (National Museumof Abruzzo)

4

Mahrous Eid
Moustafa
ELSANADIDY

Egypt

Chief Curator,
National Museum of Egyptian
Civilization, Nubia Fund,
Ministry of Antiquities

National Museum of Egyptian
Civilization, Nubia Fund,
Ministry of Antiquities

5

Enrique
RODRIGUEZ
LEON

Costa Rica

Preparedness and Response
chief / Risk and Emergency
Management Unit,
GAD - decentralized autonomous municipal governmentof Canton Duran (city of Duran)Museum and archeological siteof The Lovers of Sumpa andMuseum and archeological siteof the Venus of Valdivia

6

Clinton Dean
JACKSON

South Africa

Manager: National Inventory,
South African Heritage
Resources Agency

Dal Josafat Cultural Landscape

7

Roy
GIAMPORCARO

Italy

Junior Professional Officer in
Cultural Heritage,
Culture Sector,
UNESCO Amman Office

The Historic Centre of Naples,
ITALY

8

Alessia STROZZI

Italy

Officer,
Ministry of Cultural Heritage,
Marche Region’s branch

The Lazzaretto of Ancona,(Mole Vanvitelliana)

UgandaCLAN LEADER- RED ANT(KINYOMO),KABAKA’S TRAIL
COORDINATOR,KABAKA FOUNDATION

9

Samson Lukabya
NABBIMBAWork Position and Affiliation

Selected Site

Introduction

No

WAMALA TOMBS

35

Ameneh10
KARIMIAN

Shah Zahidur
11 Rahman Zahidur
ZAHID

12 Lilit GEVORGYANIranDRR Advisor & Project
Coordinator at Iranian Relief
Association (IRA) NGO
Researcher & Scientific
Coordinator at Tamadon Karizi
Consulting Eng. (TKCE)

Qasem-Abad Qanat and
Akbar-Abad Qanat (twinqanats) part of the Persian
Qanats (WH serial property)

Bangladesh

Shelter Specialist,
Early Recovery Facility,
Resilience & Inclusive, Grouth
Cluster,
UNDP Bangladesh

Somapura Mahavihara in
Paharpur, Badalgachhi Upazila,
Naogaon District, Bangladesh

Armenia

Researcher,
Institute of Geological Sciencesof National Academy of
Sciences of Armenia

Geology Museum after H.
Karapetyan of Institute ofGeological Sciences of National
Academy of Sciences< ITC 2020 Alternative programme 1 >Presenters for Webinar Series“Capacity Building for Disaster Risk Management of Cultural Heritage: Challenges and Opportunities in
Post-COVID Times”
Name

Topic

Senior Lecturer in Sustainable andResilient Urbanism, Loughborough
University

Considering multiple risks andinequalities in COVID-19 times
and beyond

Webinar1 Lee BOSHER

Professor of Disaster Risk
Management, Loughborough
University

Considering multiple risks andinequalities in COVID-19 times
and beyond

Webinar1 Takeyuki OKUBO

Professor, College of Science andEngineering, Ritsumeikan University

Community based DRM workshops with digital network forpost-COVID times

Professor, College of Science andEngineering, Ritsumeikan University

Consideration of Climate Change
for DRM

Webinar1 Joseph KING

Director of Partnership andCommunication, Partnership andCommunication Unit, ICCROM

How should international organizations working in the field of
cultural heritage sector rethink on
their activities in the light of
COVID-19?

Webinar2 Aparna TANDON

Senior Programme Leader, First Aid
and Resilience for Cultural Heritage| Sustaining Digital Heritage,
Programme Unit, ICCROM

What can we learn from COVID-19
response cultural heritage?

Webinar2 Wesley CHEEKJSPS Fellow, Visiting Researcher,
Ritsumeikan University

How can we address sustainable
and resilient recovery by mainstreaming cultural heritage

Webinar2 Elke SELTER

Doctoral Researcher, SOAS,
University of London

Reflecting on PDNA methodology
based on COVID-19 experience

Webinar1

Webinar1

36

Work Position and Affiliation

KseniaCHMUTINA

Yoshifumi
SATOFUKA

1.1 Background and Objectives of the 15th International Training Course 2021

Webinar2 Ming Chee ANG

General Manager, George Town
World Heritage Incorporated

The Disaster Risk Management
Implementation during COVID-19
in George Town, Malaysia< ITC 2020 Alternative programme 2 >Participants for Workshop“Good Practices for Disaster Risk Management of Cultural Heritage”
No

Name

Country(ITC participated year)

Topic

Elena MAMANI(The Best Practice winner)

Albania/Greek(ITC 2014)“Utilisation of traditional water cisterns as water
source in case of fire in Gijokastra, Albania”

2

Dulce María GRIMALDI(The Best Practice winner)

Mexico(ITC 2016)“Mapping risks for cultural heritage in Mexico”

3

Ming Chee ANG (Exemplary
Practice Award winner)

Malaysia(ITC 2017)“George Town world heritage city, Malaysia”

4

Abdelhamid Salah
Abdelhamid SAYED

Egypt(ITC 2014)“Fire risk mitigation strategies for urban heritagesite in Cairo, Egypt”

5Junko MUKAI and Dechen
TSHERING

Japan/Bhutan(ITC 2010)“Disaster risk management plan for Punakha
Dzong, Bhutan”

6

Marcela HURTADO

Chile(ITC 2015)“Disaster risk management plan for Humberstone
and Santa Laura altpeter works, Pozo Almonte,
Chile”

7

Vanessa Anne TANNER

New Zealand(ITC 2016)“Heritage New Zealand Pouhere Taonga (HNZPT)
draft guidance for preparing heritage risk management plans”

Introduction

137

1.2 Timetable of International Training Course (ITC) on Disaster Risk Management

Timetable of International Training Course (ITC) on Disaster
8/23
Mon

8/26
Thu
1st Week

8/27
Fri

8/30
Mon

Case Study ProjectPreparation

Value Assessment,
Integrated Risk
Management and Key
Terminology

WSDisaster Imagination
Game

OnlineOnlineOnlineRecap(Group Presentation)

Recap(Group Presentation)

Introduction

THEME

Venue
15:30
15:35
15:40
15:45

9/3
Fri

Participants Introduction
Presentation

OnlineOnlineRecap(Group Presentation)

Opening Remark 2(Director General of
ICCROM)

9/6
Mon

Case Study ProjectPreparation

OnlineTechnology for
Prevention and
Mitigation

WSDesigning Mitigation

OnlineOnlineRecap(Group Presentation)

Recap(Group Presentation)

15:50
15:55
16:00

Orientationof the Course(R. JIGYASU & D. KIM)

16:05
16:10
16:15
16:20
16:25
16:30
16:35

SM and Q&A (Lec 3)
DRR and Integrated Risk
Management(R. JIGYASU)

Intro-presentations of
7 participants(5min. )SM and Q&A (Lec 1)
Development ofDisaster Risk
Management for Cultural
Heritage in Historic City:
Kyoto(K. TOKI)
BREAK
Brief lec.
Introdoction of Kyoto(D. KIM)

BREAK

Individual case study
project preparation time

16:50

Individual case study
project preparation time

BREAK

SM and Q&A (Lec 2)
Key Principles for DRM
of CH(R. JIGYASU)
Intro-presentations of
7 participants(5min. )

16:55
17:00
17:05
17:10
17:15
17:20
17:25
17:30
18:00
18:30

38

Workshop 1
Terminology of DRM

Workshop 2
Disaste Imagination
Game(T. OKUBO & D. Kim)
Group-Work (Lec 4)
Disaster risk reduction
or disaster risk
production: Consideringurban challenges inhistoric urban areas(K. CHMUTINA and L.
BOSHER)

9/13
Mon

Emergency Resp
Case Study ProjectPreparation

OnlineDRM System and
Education of Emergency
DrillsOnlineRecap(Group Presentation)

SM and Q&A (Lec 10)
Environmntal Water
Supply System inKiyomizu Area (T.
OKUBO)SM and Q&A (Lec 11)
DRM System in Kyoto
National Museum(J. FURIHATA)

Site Visit 2 (video)
Introduction to the
Maintenance System inKiyomizu-Dera World
Heritage Site

SM and Q&A (Lec 8)
Landslide Assessment(M. FUJIMOTO)

SM and Q&A (Lec 12)
Disaster Mitigation for
Cultural Heritage by
Kyoto City Fire
Department(D. YAMANOUCHI)
BREAK

Mid-Term Presentation

Site Visit 3 (video)
Fire Prevention Facilities
at Higashihongan-ji

SM and Q&A (Lec 9)
Climate Change and Risk
Prevention(M. FUJIMOTO & Y.
SATOFUKA)
BREAK

Workshop 3
Designing mitigation(R. JIGYASU)

Group Discussion

Group-Discussion

Comments Q&A
15min

9/11
Sat

SM and Q&A (Lec 7)
Seismic Performance ofVideo of the Roof Repair
Japanese Historicalof Kiyomizu-dera
Structures(S. YOSHITOMI)
BREAK

Site Visit 1 (video)
Ponto-cho Townscape
Improvement Area

16:40
16:45

SM and Q&A (Lec 6)
GIS for Disaster
Management ofHistorical Cities andCultural Heritage(K. YANO)

SM and Q&A (Lec 5)
Introduction of DIG(T. OKUBO)

BREAKComments Q&A
15min

9/9
Thu
3rd Week

Mitigation and Preparation

Risk Assessment

Introduction and corePrinciples of DRM

Opening Remark 1(President of
ritsumeikan Univ)

9/2
Thu
2nd Week(GrSMof Cultural Heritage 2021, 15th year, Ritsumeikan University

Disaster Risk Management of Cultural Heritage 2021, 15th year
9/16
Thu
4th Week

9/17
Fri

9/20
Mon

ion)

c 11)
yoto
m
)

c 12)
n for
by
e

Case Study ProjectPreparation

WSDesigning Recovery
Process

OnlineOnlineRecap(Group Presentation)

Recap(Group Presentation)

Recap(Group Presentation)

SM and Q&A (Lec 13)
Formulation of
Scenarios(A. TANDON)

SM and Q&A (Lec 14)
Lessons Learned from
Experience of Kobe
Earthquake(Y. MURAKAMI)
SM and Q&A (Lec 15)
Post Disaster andRecovery Process in
Tohoku(Y. HIRAOKA)

OnlineOnline

9/27
Mon

9/30
Thu
6th Week

10/1
Fri

10/4
Mon

Policies and Frame Works

From Response to
Recovery (lessons fromGreat Hanshin EQ &Great East Japan EQ

WSRoll Play

9/24
Fri

Recoverygency Response

nd
gency

9/23
Thu
5th Week

Case Study ProjectPreparation

OnlineGovernment Policies andGood Practices of DRM
DRM Frameworks

OnlineOnlineRecap(Group Presentation)

Recap(Group Presentation)

7th Week

10/7
ThuConclusion
Case Study ProjectPreparation

OnlineFinal presentations

Final presentations andVirtual Farewell Party

OnlineOnline

THEME

Venue
15:30
15:35
15:40
15:45

Site Visit 4 (video)
Recovery Process after
Tohoku Earquake in
Minami- Sanriku

BREAK

HI)

Additional Lecture
Utilization of 3D
Documentation(H. IKAWA)
SM and Q&A (Lec 16)
Thinking about Disaster
Recovery Through a
Social Science Lens
(W. CHEEK)BREAK

SM and Q&A (Lec 17)
Governmental policies ofDisaster Risk
Management for Cultural
Properties(T. INAGAKI)

SM and Q&A (Lec 18)
Management System
and Management
Planning for Heritage
Sites(E. JO)

15:50
15:55
Final presentations of
3 participants(10min. + 10min.Q&A)

SM and Q&A (Lec 21)
Good Practices of DRM
by former Participants(videos of Workshop)(Ang: 10mins+10mins)
Elena: 10mins
Dulce: 10mins)

Final presentations of
4 participants(10min. + 10min. Q&A)

16:10

16:20
16:25

BREAK

Individual case study
project preparation time

16:30

BREAK
Individual case study
project preparation time

BREAK

16:35
16:40
16:45

Workshop 4
Role Play(A. TANDON)Group Discussion

Workshop 5
Designing recovery
process(W. CHEEK)SM and Q&A (Lec 20)
PDNA and Post Disaster
Recovery Frameworks(E. SELTER)

16:50
Workshop 5
Discussion with Former
Participants

BREAK
Final presentations of
3 participants(10min. + 10min.Q&A)

Challenges for Making
DRM Plans(K. CHMUTINA)

on

16:55
17:00
17:05
17:10

Group Discussion

17:15

Final presentations of
3 participants(10min. + 10min. Q&A)

17:20
17:25
Closing Remarks(T.Okubo, DMUCH
Director)&
Farewell Party

17:30
18:00
18:30

39

Introduction

SM and Q&A (Lec 19)
Recent Development andIndividual case study Emergency Response to
Cultural Heritage inproject preparation time
Crisis Situations(G. BOCCARDI)

16:05

16:15

BREAK

o)
ilities
n-ji

16:00

2 Outline of Disaster Risk Management Plans
for Case Study Projects
by ITC 2021 Participants2.1 National Palace of Sintra, Portugal: a comprehensive approach forthe development of a disaster risk management plan
Alexandre A. Costa

Co-Founder and Partner, NCREP – Consultancy on Rehabilitation of Built Heritage, Ltd.
Invited professor, Polytechnic Institute of Porto, School of Engineering

1. Introduction(1) Presentation of the case study
The National Palace of Sintra (Fig. 1) is in the center of Portugal, at the middle part of Sintra mountain and
8km far away from the Atlantic Ocean, inside the UNESCO World Heritage Cultural Landscape of Sintra.
Indeed, it “(…) is undoubtedly the dominant architectural feature of Sintra, situated in the town centre.
Probably constructed on the site of the Moorish Alcazar of Sintra, the palace’s buildings date from the early 15th and early 16th centuries. One of the most important features of the Palace is the facing with tiles(azulejos), the finest example of this Mudéjar technique on the lberian Peninsula. The interior contains
painted and tiled decoration and other features characteristic of the Mudéjar and late Gothic Manueline
styles”, (Outstanding Universal Value, extracted from1).

a)b)Fig. 1 National Palace of Sintra: a) general view of the Palace (source: PSML); b) Brazões room, with the ceiling andtiled decorations (source: by author)

The management of the National Palace of Sintra, among other properties and lands, is made by Parquesde Sintra – Monte da Lua, S.A. (PSML), a public company created in 2000 after the UNESCO World Heritageclassification in 1995. This company is responsible for the management and the shareholders are thosemain institutions responsible for the protection and valorization of the World Heritage area (GeneralDirectorate of Treasure and Finances, 35%; Institute of Nature and Forestry Conservation, 35%; Portuguese
Tourism Board, 15%; Sintra Municipal Council, 15%). It should be referred that Parques de Sintra – Monteda Lua, S.A., do not make use of the State Budget and therefore all restoration, maintenance, and upgrade
activities are covered from different sources, like ticket sales, shops, cafeterias, and rental of event spaces (2).
(2) National Palace of Sintra: historical background and values
The National Palace of Sintra is considered the oldest Palace in Portugal with an estimated construction
date of the first structures on the X or XI century, being adapted and reformulated along the times, but 3
main construction periods are defined: XIV century by King D. Dinis; XV century by King D. João I; XV andXVI centuries by King D. Manuel I. Almost all kings and queens of Portugal inhabited the palace during different periods and therefore the Palace possess movable and immovable heritage components from thispresence, as the oldest ceramic floors of the Palace (1430-1440), the Swan room ceiling (ceiling with a42the Swan room ceiling (ceiling with a probable date of construction on XIV century), containing also the finest examplesof the Mudéjar
techniquepaintings,
ceilings
and tile decoration
onthe
thedevelopment
Iberian Peninsula
as theChapel,2.1 National
Palace ofof
Sintra,Portugal:a comprehensive
approach forof a disasterrisk Palatine
management
plan among
others.
From the research performed, several important values can be attributed to the National Palace of Sintra and mostly
probable date of construction on XIV century), containing also the finest examples of the Mudéjar techrelated toniquewith ofbuilt
heritage:landscape,social,On theamong
other hand, thepaintings,
ceilings
and tilearchitectural,
decoration onhistorical,
the Iberianartistic,
Peninsulaas theeconomic.
Palatine Chapel,
National Palacecontainsalsovaluablecollections
but
without
thesignificance
of
the
built
heritagevaluesand without
others.
the onresearch
performed,
severalimportant values can be attributed to the National Palace of Sintra
important From
impacts
the local
community
livelihood.
and mostly related to built heritage: landscape, architectural, historical, artistic, social, economic. On theother hand, the National Palace contains also valuable collections but without the significance of the built
2. Risk analysis
and local assessment
heritage values and without important impacts on the local community livelihood.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

For the initial identification of possible hazards, several documents were consulted, being the most important ones:
2. Risk analysis and local assessment
national civil
protection
plan; national
assessment
national platform
for reductionof disasterFor theinitial identificationof risk
possiblehazards,document;
several documents
were consulted,
being themost im-risks, Sintra
municipality
civilones:
protection
plan;de Sintra– Montedaassessment
Lua managementplan.
For theplatformcase study,
the collected
portant
national
civilParques
protection
plan; nationalrisk
document;
national
for reductionconsideringof disaster risks,
Sintraprotection
plan; heritage,
Parques deMonteagents
da Luathat
mandata was filteredagentsthatmunicipality
could affectcivil
built
and movableas Sintra
well as– other
could impact
agement
plan.livelihood.
For the case study, the collected data was filtered considering agents that could affect built
surroundings
and local
and movable heritage, as well as other agents that could impact surroundings and local livelihood.
Identified

Hazards

Vulnerability

Heat stroke

Heat waves

State of conservationof urban constructions

Floods (street level)

Inadequate drainage
system (roof and floors)

Earthquakes

Damage or collapse of
built heritage
Tourism decrease
Revenues decrease
Roof and ceilings
collapse

Electrical cables on
ceilings

Slope instability

Outside in

Risk/potential impacts

Increasing number ofproperties for
management

Wind/Cyclones

Loss of movable
heritage

Road accident

Lack of maintenance/inadequate structure

Airplane accident

Access to the interior
and back of the Palace

Loss of historicalproperty

Rising damp

Loss of lives (staff,
visitors)

Urban fires
Rural fires

Cement mortar

Traffic

Loss of decorated
walls/tiles

Human concentration(street level)

Rock fall

Delayed response
from firefighters

Inadequate access topalace (narrow streets,
only 1 good access)Tourists
Tree fall

New ones(inside out)

Firefighters
headquarters location

Gentrification

Reduced seismic
capacity

Biotic attacks
Heavy rain

No DRM plan

Fire at the palace

Decorated ceiling androofs made of wood

Humidity

Desertification of local
community

Reduced local
community in thesurroundings

Closed area (Red zone,
as L’Aquila)

Fig. 2 Example
of initial
for the
Palaceof Sintra,interconnecting
Fig. 2 E xampleof risk
initialanalysis
risk analysis
forNational
the National
Palaceof Sintra,interconnectinghazards
hazardswith
withvulnerabilities
vulnerabilities and impacts:

andrelation
impacts:between
grey arrows(direct relation between
hazard-vulnerability orvulnerability-impacts),
colored relation between
grey arrows (direct
hazard-vulnerability
or vulnerability-impacts),
coloredarrows (interconnected
arrows (interconnected relation between hazard-hazard or vulnerability-vulnerability), dashed arrows (backhazard-hazard or vulnerability-vulnerability), dashed arrows (backwards interaction)ward interaction) (source: by author)

The assessmentof thelocal conditionsof the National
infer possible
vulnerabilities
assess
The assessmentof the local
conditionsof the National
Palace,Palace,to infertopossible
vulnerabilities
and andassesstheir potential
their potential impacts was made locally with site visits including visual inspections, extensive photographic survey, meetings with local staff (museology, built heritage, security, touristic guides), and inter2
views to local persons. For the built heritage, a strong push was given by the structural and diagnosis reports already performed by NCREP in 2020-21 (3-5). Moreover, some connections were made to possible
important stakeholders, as the Municipality Civil Protection, ICOMOS-Portugal, and General Directorate ofCultural Heritage (DGPC). Despite being an evolutive, forward-backward, and continuous process along
the 7 weeks of the ITC course, Fig. 2 presents the initial risk analysis made, identifying hazards (primaryand secondary), vulnerabilities, and potential impacts.

43

3. Worst case scenario

An earthquake occurs in August (from 5 years data, 2), the maximum number of tourists in Sintra) during

the morning, followed by a fire at the palace. Some local collapses occur at the Palace, including partiallythe main façade (based on historical information and recent seismic assessment results), including someceilings and roof structures (due to bad state of conservation). Loss of built and movable heritage andpossibly human lives losses (staff and visitors). The main entrance is blocked due to debris and access tothe back of the Palace is blocked due to the collapse of non-structural elements (parapets). Locals andstaff are afraid to go inside the Palace. The Earthquake triggered slope instability on the surroundings ofthe palace, blocking access from the Vila (Volta do Duche) to the fire brigades, as well as rockfalls fromCastelo dos Mouros Mountain (based on 6) research data), damaging some buildings and blocking otheralternative accesses to the palace. Some buildings in the Old Villa partially collapsed to the street (out-ofplane failures) and main streets are also blocked by tourists and locals under panic, most of them concentrated in the main square at the front of the Palace working as a temporary shelter, blocking any access to
the Palace. Important loss of landscape, architectural artistics, and historical values.
30 minutes to 1 hour later, fire is spreading at the palace and no direct intervention is made due to thelack of first intervention measures possible to be used by staff. First firefighters arrive at the Palace and can
extinguish the fires located around the Palace central yard, including Swan’s room, and at the West part of
the Palace through the gardens (including Brasões room). Hydrants are provided by existing natural water
cisterns and fountains and not from water trucks or external water supplies. No direct access is available tothe back part of the Palace due to local collapses, increasing the severity of the fire at the Palatine Chapel.
In December/January (4-5 months later after the main event), landslides occur due to slope instability with
mud and debris floods due to earthquake (as the case of Beichuan, China, after the 2008 Sichuan earthquake). No direct effect to the Palace but affects local recovery with strong social impact.
Considering the conditions of the Palace and concerning long-term effects (2-5 years), the social and economic impact is high with the collapse of the local economy, resettlement of local people, and severe decrease of touristic flow. Local identity is lost. Lower revenues induce a lack of maintenance activities, including repairing and reconstruction activities required to the Palace. Moreover, the water used in fireincreased humidity around the walls, flooring, roof, and ceiling, and termite attacks are extended to allwooden elements, inducing the collapse of the remaining wooden elements that did not collapse during
the earthquake or were not burned during the fire. Textiles are deteriorated and existing collections arestrongly affected (those not recovered after the main event). Finally, the increase of humidity with existing
rising damp induces the loss of azulejos due to mortar failure (around all the Palace) and frescos (at thePalatine Chapel). There is a permanent loss of historical, artistic, and educational values.

4. Development of a disaster risk management plan(1) On the way to a comprehensive and fluid recovery, through mitigation/preparedness and emergency response measures
Considering the vulnerabilities identified (some presented in Fig. 2 in section 2), the worst-case scenario(section 3) as well as other two alternative scenarios with different triggering hazards (strong cyclone;heavy rain), several measures were identified to tackle different weaknesses considering both mitigation/
preparedness, emergency response or recovery phase of a disaster risk management plan. Fig. 3 presents
two examples of measures to be implemented considering the emergency response to movable items: on
the left, a 3-stage approach for evacuation of objects concerning increasing severity of earthquakes (1ststage: no significant damage on the palace and the 1st refugee area is made on the safest part of the
Palace, as identified recently on a seismic vulnerability assessment report; 2nd stage: some damages occur
in the Palace and the 2nd refugee area made in a hotel right next to the Palace; 3rd stage: significant dam-44

2.1 National Palace of Sintra, Portugal: a comprehensive approach for the development of a disaster risk management plan

age at the Palace with some local collapses, and the 3rd refugee area is made at the Palace’s garden toprovide 1st aid to objects). On the right figure, a colored inventory for evacuation of objects is presented,

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

xample of measures at the emergency phase regarding movable heritage: a) evacuation areas (area of the National Palred); b) example of inventory for evacuation priority with colored sign next to an object

Fig. 3 Example of measures at the emergency phase regarding movable heritage: a) evacuation areas (area of the National
Palace in red); b) example of inventory for evacuation priority with colored sign next to an object (source: by author)

Museology

Security

Inventory with coloured
priorities in a map andnext to objects

Management

Evacuation plan for
objects
E

E

Prepare emergency
evacuation inventory
Define required area(m2) for each level ofpriority of objects

E

P

Prepare transportation
supplies for (at least)
high priority objects
E

Formation on 1st aid
team for heritage

Head of
Museology

E

Sprinklers on rooms
with high ceilings
M

Prepare a local teamfor emergency
evacuation of
objects

E

Implement
identified
evacuation areas for
persons and objects
Coping capacitywith disaster
simulation drill
including local
community

E

P

Head of
Security andsupported by
Head of
Museology

Increase awarenesswith dissemination
activities with local
staff
Definition of anationalcollaboration
strategy withheritage specialists
Protocols withICOMOS and DGPC
for heritage
emergencies,
identifying key
persons
Protocol withAPPRUP, GECORPA,
A.P. Museologia(NGOs involved inculture)Increase earthquake resistanceto prevent local collapses
P

Implement
simplified hiring
procedures ofcompanies in caseof emergency

Rehabilitation of roofs andceilings
Correction of rain waterdrainage systems

R

EWSS for fire mitigation

Installation of hoses near waterused for gardening
R

R

Identify safest
constructions toserve as temporary
shelters among
managedpropertiesR

DRM planconsultant
and Head of
Built Heritage

Legend:Built Heritage

R

Installation of fire emergency
hoses near hydrants
Replacement of old electric
installation
CCTVs in all rooms

External tasks

M

M

M

M

Implementation of aslope instability
monitoring

Increase knowledge
on slope instability
risk

P

M

M

Identify emergency stabilizationmaterial (e.g. timber beams,
scaffold)R
Prepare post-earthquake
assessment form for the Palace(based on Italian Guidelines) R

Prepare possible drawings and
BoQ based on Italian experienceR

Identify material suppliers (fromthe North of Portugal) andestablish an emergency
protocolR

M

Monthly visitsoffered to local
community oriented
to emergency
procedures
P

P

M

R

Stimulation of local
community to takecare of Palace’s
gardens(knowledge onwater supplies andequipment)
E

R

Include Heritage on
National Civil
Protection Plan
(SO3.3.2.27 of
National DRR)P

DRM planconsultant,
Head of
Security,
President of
PSML

Identify and prepare partners
for emergency stabilization ofazulejosR

DRM and local Head of
Built Heritage

Coordinators

Fig. 4 M easures defined for the disaster risk management plan divided by departments, highlighting in color and bylegend the main impacts of the measure in a disaster (M, mitigation; P, preparedness; E, emergency; R, recovery)(source: by author)

445

where the color of the item (green, yellow, red, or black) indicates the priority on evacuation considering
its importance, weight, dimensions, and location.

The implementation of these example measures could minimize the permanent loss of movable items, re-ducing the loss of artistic and historical values, despite not being the major values identified in the Palace(mainly related to built heritage). On the other hand, these example measures are simple, have no costand can be implemented within a very reduced time frame by the local staff of the Palace, on the opposition to main interventions on built heritage (e.g. seismic strengthening). This type of analysis was madefor all the proposed measures to access their impact and efficiency for the reduction of risk.
As the final output, a global disaster risk management plan (Fig. 4) was defined considering different internal departments of the National Palace as well as the management team, clarifying also the responsibility
for the implementation of each measure and the coordination between departments.
(2) Preparation and implementation of a pilot project
The definition of the pilot project to implement in the 1st year after the ITC 2021 course was made considering important key points for the success of the DRM plan:• implementation of measures for all stages of a DRM (mitigation/preparedness, emergency response,
recovery);• s mall but effective and visible improvements on mitigation and preparedness with the implementation of simple measures in a short time;• involvement of different Palace’s departments and key staff to be used as a trigger to include otherpersons from the Palace within DRM plan in a more demanding objective for future tasks;• effective solutions and independent of external companies, increasing awareness on DRM within
the Palace’s staff and management as well as on local community;•e valuation of interconnection between different stakeholders to be tackled and improved in the following years, possible to assess with a disaster simulation drill.
Fig. 5 presents the definition of the pilot project, where each measure can be identified by a color along
the different stages of the DRM plan (green: mitigation/preparedness; red: emergency response; blue: recovery). Moreover, the department defined to implement the measures are also identified. If more thanFig. 5 Disaster risk management pilot project proposal (source: by author)

46

2.1 National Palace of Sintra, Portugal: a comprehensive approach for the development of a disaster risk management plan

one department is involved in a specific measure(s), the department responsible for the implementation

is identified by a bold text. This code map can be followed in the subsequent DRM plans to be establishedin the future.

5. Final remarks

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

The National Palace of Sintra is a unique and important piece for the landscape, architectural and historical values of Sintra, among others. The main values identified are related to built heritage but the National
Palace of Sintra contains an intangible value and impact for the local community. The disaster risk assessment highlighted the impacts in the short, medium, and long term for the loss of values concerning the
National Palace and local community. Despite the importance of built heritage, the preparation of the disaster risk management plan highlighted several different measures not related to this specific vulnerability (e.g., seismic strengthening of the Palace) but to mitigate the impacts of a disaster in a more comprehensive approach.

Acknowledgment

The author thanks Parques de Sintra – Monte da Lua, S.A. for the collaboration and interest on this work,
including a special thanks to the Department of Built Heritage for all their effort.

References
1)
2)
3)
4)
5)
6)

19th session of the World Heritage Committee, Berlin, Germany, December 1995, https://whc.unesco.
org/en/sessions/19COM/ accessed 30 November, 2021.
Cultural Landscape of Sintra Management Plan 2021-26, Parques de Sintra – Monte da Lua, S.A., 2021.
NCREP: Coberturas do Palácio Nacional de Sintra, Relatório de Inspecção e Diagnóstico Estrutural –fase 1, April 2020.
NCREP: Coberturas do Palácio Nacional de Sintra, Relatório de Inspecção e Diagnóstico Estrutural –fase 3, September 2020.
NCREP: Coberturas do Palácio Nacional de Sintra, Relatório de Inspecção e Diagnóstico Estrutural –fase 2, September 2021.
Almeida, J.: Cartografia de riscos de movimentos de terrenos: o exemplo do Monte da Lua, Serra desintra, 19º Encontro de utilizadores de informação geográfica (myESIG 2010), Oeiras, Portugal, 2010.

47

2.2 Disaster Risk Management for the Rafael Núñez House Museum

Ana Paula Gómez Uribe

Restorer and cultural heritage conservator, Strengthening Museums Program

1. Introduction

The Rafael Núñez House Museum (CMRN) is part of the fourteen museums of the Ministry of Culture, andits stated mission is to preserve and disseminate the historical legacy of former President of the Republicof Colombia Rafael Núñez. In the eight permanent exhibition rooms, objects from the daily life of Soledadand her husband Rafael Núñez are exhibited.

Fig.1 Original look of the House in 1877
Source: Carina Mendoza (https://n9.cl/j9t5c)

Fig.2 Current appearance of the Museum
Source: Julio Castaño, El Universal (https://n9.cl/p0u2v)

It is important to mention that a large part of the collection as well as the same property built in the
mid-nineteenth century (1848 approximately), are considered Assets of Cultural Interest of National
Character. The House Museum has a declaration as an Assets of Cultural Interest according to Decree 1911
of November 2, 1995. This is one of the most significant examples of Caribbean wood architecture fromthe 19th and it was declared a World Heritage Site by UNESCO in November 1984 (code C-285).
Currently, the collections in this museum are at risk due to several causes. Among the major risks arefloods, ocean level rise, heavy rains, pests, and airborne salinity. The following sections introduce the proposal for a disaster risk management plan for the Rafael Núñez House Museum, in order to provide targeted mitigation measures and prevent future loss of the collection and the building.

2. Location and context

Rafael Núñez Museum is in the city of Cartagena de Indias-Colombia, in the old fishing district of El
Cabrero. Cartagena city is in the north of Bolívar district, at the shores of the Caribbean Sea. This property
was acquired in 1848 by Manuel Picón, father of Soledad Román, whom he favored when drawing up his
will (July 1873). This property was occupied in 1874 by Soledad Román. In 1877 she married Rafael Núñez.
They moved to live in the House; at this time, Soledad decided to build the second floor in wood. Rafael
Núñez lived in this house until his death, on September 18, 1894, and Soledad Román until 1924.
In 1950 the Nation acquired the house, and in 1958 it was adapted as a museum. The National Tourism
Corporation rebuilt the house in 1978 and a year later it was conditioned and reopened to the public. In
1985, the El Cabrero House Museum Foundation was established to guard and safeguard the House
Museum. In 1988 it was restored by the National Tourism Office of Colombia. The property has been declared an Asset of Cultural Interest of national scope since 1995 by decree 1911 of November 2 of the
Ministry of Culture and is part of the group of museums under its charge. In 2011 the house was restored
through the management of the Strengthening Museums Program. The Museum lacks data on the provenance of most of the pieces in the collection, some of them are original, others were replaced by those of48

2.2 Disaster Risk Management for the Rafael Núñez House Museum

Fig.3 and Fig 4 Aerial views of the House Museum
Source: Rafael Núñez House Museum

Fig.7 Master living room
Source: by author

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Fig.6 Soledad Roman’s room
Source: by author

Fig.5 Inside view of the House Museum
Source: by author

Fig.8 Dining room
Source: by author

the time and today they fulfill their function by being recognized by the collective as assets that represent
them. Other objects were scattered, some in the National Museum of Colombia and others of value were
deposited in the Historical Museum of Cartagena (today MUHCA), among them several personal objects ofthe president and his wife that were later delivered to the Museum.
It should be noted that in terms of financial resources, the House Museum does not handle private resources, since admission is free and seldom is an open space near the House rented within the perimeterof the Museum, for private events. Currently the House Museum manages a four-year agreement with the
Association of Friends of the National Museum, to manage the resources received by the Ministry of Culture.

3. Attributes and values

According to the stated mission of the House Museum, the objects in the collection were classified basedon their significance as indicated in the table below:
Tab. 1 Values identified for the Rafael Núñez House Museum Collection

Value level

Description

Values identified

HIGH

Objects that belonged to Rafael
Núñez or his wife Soledad Román,
and have a close connection with
the Museum’s stated mission

Historical,
Aesthetical,
Political andTestimony values

MEDIUM

Objects manufactured in the 19thor early 20th century, which manage to recreate the original atmosphere of the House inhabited by
the Núñez family

Historical,
Aesthetical,
Artistic and social
valuesLOW

Exhibit Props (non-collection props)

Artistic value

Examples

Source: by author.

49

4. Key hazards and vulnerabilities

According to the probability of happening (high, medium, and low level), it was possible to identify thefollowing hazards and vulnerabilities for the Rafael Núñez House Museum:Tab. 2 Hazards, vulnerabilities and risks identified for the Rafael Núñez House Museum

Hazards
Probability:
High
MediumLow
Geologicalhazards•F loods•E arthquakes•T sunami
Atmospherichazards•H urricanes andgales•T ropical cyclones•H eavy rain•A
 irborne salinity•S evere thunderstorms
Anthropogenic
hazards•P otential global
warming (oceanlevel rise)•P andemic•F ire
Slow and progressive agentsof damage•L
 ight / UV•P ests•R obberies•C ustodial
neglect

Vulnerabilities

Secondary hazards

Risks• Non-existence of early-warning
systems and lines of communication• Availability and readiness of emergency infrastructure• Construction style• Age of the building• Construction materials• Cultural factors that influence public
response to warnings• Lack of maintenance / poorly maintained• Inherent deterioration phenomena• Geographical location (located below
sea level and at the same street level
without having a good sewage
system in this area of the​​ city)• Lack of financial resources• Lack of planning guidelines andframeworks• Temperature and precipitation levels• Advanced deterioration of wooden
elements supports of the House
Museum.
• Lack of a system of surveillance.
• Lack of maintenance and the depositof garbage in sewage system.
• Organization level (organized community or not)• Participation (level of community
participation),• Community knowledge of risk
• Tidal elevation in low points of theexternal and internal bay and in the
Caribbean Sea• Accumulation of rubbish and rubble
into stream beds and canals in a
problem affecting the city’s storm
drainage system.

• High waves and tide
• Strong winds• Torrential rains• Obstruction of roads
due to falling trees.
• Collapse of the aqueduct and seweragesystems.
• Mould, deformation.
corrosion and other
deterioration indicators on organic
composition collection objects.
• Looting• Fire• Floods• Increase of pests.
• High waves and tide
• Strong winds• Torrential rains• Obstruction of roads
due to falling trees.
• Collapse of the aqueduct and seweragesystems.
• Mould, deformation.
corrosion and other
deterioration indicators on organic
composition collection objects.
• Looting• Fire• Floods• Increase of pests.

• Damage tocultural heritage• Damage to thephysical infrastructure.
• Irreversible damage• Reduction oftrust in government / institutions• Loss of tangible
records• Irreversible
Damage• Physical damage
to heritage
object/structure• Risk of structural
failure or evencollapse of theroof.
• Total decomposition of theentire structureof the House• Obstruction of
the existingdrainage due tothe carrying offine and coarse
sediments.

Source: by author.

In general, the Museum has a previous history of flooding due to the high level of the frontal street regarding the museum itself, which is lower and eases the entrance of rainwater, accumulation of rubbish
and rubble on the city stormwater system. As a secondary hazard, there is disruption of electrical power
and water service, obstructing the correct function of the hydraulic pumps to evacuate the water. There isalso airborne salinity, pests by the presence of termites and the lack of maintenance and financial resources.

50

2.2 Disaster Risk Management for the Rafael Núñez House Museum(4.1) Impact of hazards on values

The impact of primary and secondary hazards and vulnerabilities on various heritage components/ele-

ments and the analysis of the resulting severity of loss of associated values (as low, medium and high), aredescribed next:

Tab. 3 Hazards, vulnerabilities on various heritage components of the Rafael Núñez House Museum

Severity of loss of associated values
HazardLikelihood Impact

Disaster
Risk

HIGH: Objects
that belonged
to Rafael Núñez
or Soledad
Román.

MEDIUM:
Objects manufactured in the
19th or early
20th century

LOW: Exhibit
Props (non-collection props)

1

4

MediumHigh

High

MediumFloods fromtorrential rains

52

MediumHigh

High

MediumEarthquakes

25

Extreme

High

High

High

Tsunami

1

5

High

High

High

High

Fire

4

2

Extreme

High

High

High

Hurricanes

13

MediumMediumMediumLow

Tropical cyclones

1

3

MediumMediumMediumLow

Heavy rain

5

2

MediumMediumMediumMediumAirborne salinity

42

MediumMediumMediumLow

Pandemic

2

1

Low

Low

Low

Low

Thunderstorms

43

Medium

Low

Low

Low

Light / UV

5

2

MediumMediumMedium

Low

Pests

5

2

Medium

High

High

Low

Robberies

52

MediumMediumMediumLow

Custodial neglect

52Medium

High

High

Low

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Floods when
ocean levels rise

Source: by author.

5. Mitigation measures

Following the analysis above, the following mitigation measures are suggested. In the formulation ofthese measures, it’s important to mention that currently, two projects (IBERMUSEOS grant 2020 and a
Ministry of Culture and the Arts & Crafts Cartagena School partnership) are going on to optimize the physical aspects of the building: maintenance works to fix all the wooden structures, construction of a drainage
system in front of the building to avoid the accumulation of rainwater, repair of the hydraulic pumps, reparation of damaged wood due to termites, conservation treatments on the collection, among other works.
•M aintenance of sewage system•C onstruction of a drainage system in front of the building to avoid accumulation of rainwater•M aintenance of water pumps and acquisition of a power plant•C hange of the exterior pipe by a larger diameter to drain rainwater smoothly51•M aintenance of the electric system• Improvement of fire detection and prevention system•C ollection emergency plan•S
 tructure improvements at the stairs•B ackup of the collection inventory information•C ommunity workshops to awareness of the risk

6. Proposals for emergency preparedness, response, and recovery

In the event of any emergency originating in relation to the risks previously identified, the following measures are proposed, which are consistent with the Museum’s capabilities:

Beforeevent
occurs• Install fire alarm system• Establish a telephone tree
• Regular drills (including collection evacuation and moving to a safety place)• Establish communication with first aid responders• Workshops with visitors and community living by, to awareness of the risks• Modular display (wood bases) with little wheels to move most heavy objects in case of
emergency

Duringevent•A nalyze risk assessment to decide where to evacuate the collection (in case of fire,outside the current building, in case of floods, to the 2nd floor)•A ctivate the water pumps or extinguishers•C ontact emergency responders•S taff guide visitors to a secure point (across the street or near to the closest fort)

Post event•R epairing building damage (Municipality, Ministry of Culture)•U ndertaking minor conservation treatments for objects•E mergency contact to NGOs (IBERMUSEOS, Prince Claus Fund)•S takeholders’ collaboration•S eek ITC 2021 private funds (director chief)•S trategy to planning activities with communities in terms of keeping the core of themission on people’s minds (take out the museum from its physical place)

7. References
1)
2)
3)
4)
5)

52

ICCROM: A Guide to Risk Management of Cultural Heritage, 2016, https://www.iccrom.org/wp-content/uploads/Guide-to-Risk-Managment_English.pdf, accessed November 2021.
ICCROM & UNESCO: Endangered Heritage Emergency Evacuation of Heritage Collections, 2016,
https://www.iccrom.org/sites/default/files/Endangered-Heritage_0.pdf, accessed November 2021.
ICCROM: First aid to cultural heritage in times of crisis handbook, 2018, https://www.iccrom.org/sites/
default/files/2018-10/fac_handbook_print_oct-2018_final.pdf, accessed November 2021.
ICCROM, A guide to Risk Management of Cultural Heritage. 2016-International Training Course (ITC)on Disaster Risk Management of Cultural Heritage, Ritsumeikan University, Kyoto, Japan. 2021.
ICCROM & UNESCO: Gestión del riesgo de desastres para el Patrimonio Mundial, 2014, https://whc.unesco.org/en/managing-disaster-risks/, accessed November 2021.

2.3 Disaster Risk Management Plan for the Historic Center of Prizren

Artnet Haskuka

Chairperson – Council of Historic center of Prizren

1. Introduction

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 ParticipantsPrizren is the cultural and spiritual capital of Kosovo thanks to its cultural diversity. The city of Prizren is located in the south of Kosovo and includes an area of 3194 ha at an altitude of 412-500 m with aContinental and Mediterranean climate. During the XV-XX centuries, trade in Prizren reached a high levelof development and the city became a commercial and administrative center, which influenced construction of cultural heritage buildings classified among monuments with high historic, architectural, social,and economic values. Wars and migrations in the city have influenced the formation of the character ofthe city, but economic development played a key role in shaping its image. During this time, neighborhoods have been created and are characterized by their special physiognomy, network of roads in organic
form, their proximity to water sources, the presence of water in yards in the form of JAZE (stream), squares
and public spaces, important cultural and historical complexes and many religious buildings mainly located in the center of Prizren. However, because of historic, architectural, social, environmental and economic values the Urban Development Plan of Prizren in 2003 defined the boundaries of the Historic Center ofPrizren (62.88 ha) located right in the heart of the city and divided along the east-west axis by the river
LUMBARDH, with the Prizren Castle in the eastern part and the residential areas around the transversal
that have undoubtedly influenced its development.
Moreover, a Conservation and Development Plan for the Historic Zone of Prizren was drafted in 2008 taking into account the importance of Historic Center and meanwhile the Historic Center of Prizren is protected by law - the Law on the Historic Center of Prizren (No. 04 / L-066). It is important to stress that
Center includes 38 residential buildings (with historic, architectural, artistic, social values), one natural rarity (with environmental and historic value), 27 worship buildings (with historic, architectural, artistic, social
values), 29 public buildings (with historic, architectural, artistic, scientific, social and economic values) andfive architectural complexes (with high historic, architectural, social, environmental and economic values).
The Management Plan was drafted with the purpose to define strategic policies for the protection, administration and development of Historic Center of Prizren. However, all plans are drafted without consideration of the potential risks in the Historic Center which can lead to serios losses of cultural heritage values.
Therefore, drafting the Disaster Risk Management (hereafter DRM) plan and its integration with cultural
heritage will complete the circle of planning. DRM plan aims to promote the integrated approach in cultural heritage which has been missed so far. Moreover, this plan will identify hazards, vulnerabilities, potential negative impacts and through mitigation measures will eliminate and reduce the risks in the
Historic Center of Prizren.

2. Values of Historic Center of Prizren“The Historic Center of Prizren is the core of the city, located in a cross-section of ancient routes, and boasts evidence of pre-historic civilizations and cultures, dating from Prehistoric, Dardani to the Pre-Roman, Roman,
Byzantine, Arbëror, Serbian, Ottoman and Albanian periods. Its values include historic evidence of societal life in
the past, traditional concepts and transformations of family and society, urban morphology and achievements
in construction technology. It also testifies to the livelihood of a multi-ethnic community throughout a time period spanning thousands of years, during which the city has developed constantly, under the influence of various
cultures that further enrich today’s cultural diversity” 1
1Management Plan for the Historic Center of Prizren, Prizren statement of Significance53

Fig.1. Historic Center of Prizren (HCPZ)
Source: by author and castle by A.Llapashtica

The Prizren Historic Centre presents a complex site where history, architecture and urban developments
are integrated with traditions, customs, and everyday changing lives. Therefore, in order to develop an indepth, comprehensive understanding the Values Assessment is structured in three levels:
Building level – LUMBARDHI Cinema with following values: High Social/Cultural values – first cinema
where the modern cultural identity of the Prizren is formed and the place of gathering regardless ethnicity; Historic/age value - year of building 1951; Technical value — presents basic construction techniques ofa period; Landscape value — with location in the center and simple facade it is interlaced with other monuments; Scientific value - the two projection machines and sound equipment are from the period 19501980, and are the only examples that have survived to this time, and the Economic value.
It is important to emphasize that all protected monuments within Historic Center have high historic, architectural, artistic, social, environmental and economic values.
Zone level - high historic, architectural, social, and economic values.
City Level - following a grid2, modified for Prizren, summarizes the values of the city in a concise format.
The Nara grid was used to identify the different dimensions and aspects that cover the values attributed
to the architectural heritage.
Tab. 1. Nara Grid modified for Prizren

Dimensionsof Heritage2

54

Aspects of Sources
Form and design; Materials and substance

Aesthetic

The mixture of styles, which could result in a chaotic expression of the urban landscape,are a cohesive whole as the urban fabric was developed harmoniously over hundreds ofyears. The small scale of the vernacular and commercial architecture is in keeping withthe scale of the monumental architecture.

Historic

Built cultural heritage combined with civic, religious buildings and urban fabric with narrow
streets; represent buildings typology of different periods, characteristic for this part of
Kosovo yet unique in that Prizren was a cultural, commercial, and administrative center.

Social/Religious

Urban composition inherited mainly from the 19th and 20th centuries with numerous
small squares that highlight religious building in the center, a public fountain and a market area where specific crafts were practiced, are indicators of how social life influenced
the development of the city.
The various religious and social functions have resulted in numerous architectural forms
including mosques and their minarets as well as church towers and complexes.

EconomicPrizren presents one of the main venues for visitors coming from different parts of theregion and world. It is target for Albanian visitors worldwide, visiting the Albanian
League of Prizren; also target for visitors from Turkey visiting the Balkan Peninsula for its
Ottoman period-built heritage, as well as one of the main places for international Orthodox
community, especially Serbian community who visit the Orthodox churches. The flux ofvisitors has a direct economic impact on the city supporting numerous businesses.

Management Plan for the Historic Center of Prizren, Values2.3 Disaster Risk Management Plan for the Historic Center of Prizren

NaturalDimensionsof Heritage

Despite the built urban structure, the city centre is interconnected with nature. The
Lumbardhi River that flows through the city center presents a natural break as well as
the planned open public space. The Hill where the Castle is placed together with Marash
compound to the east, offer a recreational and natural resort, integrated and at thesame time divided from the busy urban part. This is combined with the nearby Sharr
Mountains viewable from every corner of Prizren.
Aspects of Sources
Use and function, location and setting
The historic city is used as a residential area and a meeting point for family and social
life, as well as one of the main zones where business activities are conducted. It still
functions as a center due to the aesthetic character, form, compactness, and the scale.

Historic

Historic functions in the center were maintained at an optimal personal scale. The
ground floors of the residential areas were adapted to respond to economy trends,
where farming functions were transformed to trade and service. The religious sites have
kept their original function. While old bazaars were transformed into shopping areas
where trade function replaced traditional craftsmanship.

Social/Religious

The majority of religious buildings and places are still functional. Open public spaces aretransformed into main venues for development of social everyday life. Many historicbuildings and squares host cultural activities and festivals that offer a new dimension to
the city.

Economic

The built heritage concentrated in the historic center attracts a high number of national
and international visitors to Prizren. They are used as a backdrop to the continuous useof the city center. Few of the historic buildings such as the Lumbardhi Cinema function
as artistic community gathering places. There is a potential for developing strategies forsustainable development through adaptation and revitalization of historic buildings and sites.

NaturalThe River Lumbardhi is used fragmentally as venue for various cultural and social activities, including 40 Bunar Fest activities, and as a temporary outdoor cinema during
Dokufest.
Prizren is located adjacent to the mountains with hills and canyons penetrating the city.
Those areas have potential for developing different sports and eco-tourism activities.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Aesthetic

Source: Management Plan for Historic Center of Prizren

3. Hazards and Vulnerability

Based on the history there are few potential hazards that have caused disasters in Prizren especially in the
Historic Center. The identified hazards are as follows:
Flood – first in 1903 and then on 18 -19 of November 1979 with high negative impact when Prizren lost
one of its most important monuments – the Stone Bridge (c. fifteenth century) disappearance of Tabakhane
followed with thousands of meters of damage to technical infrastructure. Considering the arguments likerainfalls, history of LUMBARDHI that floods every second year and the classification of Prizren among risk
areas make us understand that the possibility of another flood happening is most Likely with High Impact.
The second hazard is Fire. Fire has happened several times: 1853, 1913, 1999 and March 2004. From thefire of 1913 Prizren lost one of the oldest bazars – ARASTA which besides architectural, social values hadhigh economic value. It is important to stress that this important part of Historic Center was never reconstructed. The possibility of happening is Likely with Medium/High impact.

Another hazard that is putting the cultural heritage of Prizren at risk is the pressure of tourism, where
owners are demolishing the old buildings/houses for the construction of hotels/parking places. The impact of this phenomenon is loss of large number of old buildings with significant values. Possibility of happing is Possible with Medium Impact.

55

By analyzing the above mentioned hazards and through a consideration of arguments like: amount of
rainfalls, global warming etc. it can be concluded that the main hazard in the Historic Center is a flood followed with secondary hazards. Moreover, the vulnerabilities like: lack of DRM components in Law of cultural heritage and expertise, lack of DRM plan/mitigation measure in cultural heritage buildings, old technical infrastructure in the Historic Center, low awareness for the importance of DRM (community,

politicians, professionals etc.), lack of drainage system maintenance in the Center, position of HistoricCenter in the lower level of Prizren, lack of river bed maintenance especially in Zhupa valley villages willlead to the loss of aesthetic values, low attractiveness, loss of traditions techniques workmanship, disappearance of old materials which are not used today, loss of various religious and social functions (i.e. activities in mosques, church towers and complexes will be suspended, less flux of visitors etc.).
Tab. 2. Main Hazard and Secondary hazards

Main
HazardFLOOD

Secondary Hazards

Vulnerabilities

Potential Negative
Impacts-L andslide in Nenkalaja-H igh Humidity
-M
 old
-C
 ontaminated drinking
water-P ollution from waste
water/Pandemics
situations-E xplosions from theold electricity network-V andalism- Lack of DRM component in Law ofCH and expertise,- Lack of DRM plan/mitigation
measure in CH buildings,- Old technical infrastructure in
Historic Center,- Low awareness for importance of
DRM (community, politicians,
professionals etc) and CH,- Lack of drainage system maintenance in Center, Position of HistoricCenter in lower level of Prizren,- Lack of river bed maintenanceespecially in Zhupa valley- Loss of aesthetic
values, the low attractiveness,- Loss of Traditions
techniques workmanship,- Disappearance of oldmaterials which are notused today,- Loss of various religious and social
functions: activities inmosques, church
towers and complexes
will be suspended,- Less flux of visitors

Source: by author

4. Selected Scenario

Main Hazard: Flood
Duration: 12-14 March 2030 – PRIZREN
Scenario: On 12th of March 2030 due to heavy rain in Prizren and rapid snow melting from mountains, levels of LUMBARDHI rapidly increase. In the evening when people are still in restaurants, some in a concert
in the Cinema and some working, the river floods from both sides. Due to the slope of terrain, the flash
flood waters flow in the direction of the river.
The 21 buildings mainly located close to the river will be impacted from the flood, 12 buildings with highimpact, 6 with medium impact and 3 with low impact.
However, from all high impacted buildings the LUMBARDHI Cinema is a building that may have a large
value loss from the flood. Considering the fact that this building is important for all communities living in
Prizren because it is a place of gathering and socializing regardless ethnicity/religion, the protection ismore than necessary. Unfortunately, in this building there are several encountered vulnerabilities such as:
proximate location close to the river, old technical infrastructure, old drainage system, lack of DRM plan,
low awareness of cinema staff/management and community with regard to potential risks, poor quality ofbuilding construction that can endanger the historic, technical, landscape, social/cultural, scientific andeconomic values of the cinema. The flood as a main hazard, looting, and fire (explosions from old electrici-

56

2.3 Disaster Risk Management Plan for the Historic Center of Prizren

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Fig.2. Flood Scenario Map and some of high impacted buildings
Source: Map - Conservation Plan and adapted by author, photos by the author

Fig.3. Position of Cinema within Historic Center and negative impacts from flood
Source: map by the author, drawings KHORA office/CCH Prizren

ty network) as a secondary hazard can lead to loss of life, loss of old building techniques, low revenues,
less cultural activities/less promotion, and loss of visitors.
Moreover, floods in the cinema building may cause: mold in wooden pillars, damages in construction, humidity in walls and inside the building, mortar damages and the possibility of collapse.
Therefore, in order to protect values of the Historic Center and LUMBARDHI cinema as well it is importantfirstly to understand, then deal with possible negative impacts and afterwards develop risk treatment.

5. Mitigation measures

In order to identify actions which will minimalize the negative impacts in the Historic Center at zone level
and in LUMABRDHI cinema at building level it was crucial to see the links between hazards and vulnerabilities and then vulnerabilities and potential impact. Moreover, these links helped to identify the effective

57

Tab. 3. Mitigation measures

No

Mitigation Measurefor the Historic Center

Who

Non-structural measures
1

Sensitizing of the Community

2

Awareness raising of government

3 Drafting of policies, regulations
4 Integration of DRM into the planning
Structural measures
1 Construction of dams in Zhupa Valley
2 Slowing the river water flow
3 Renewal of sewage system in Center

Cost

Short/Medium
term

Low

Short term

Low

Medium term
Medium term

Low
MediumCentral level
Local/central government
Local government

Long term
Medium term
Medium term

Civil society organizations
Civil society organization,Council of CH of HCPz
Local/central government
Local/central government

4

Renewal of drainage system

Local government

Medium term

5

Hydro insulation of CH buildings
Hydrants, flood barrier, alarm installation
Reforestation in Nenkalaja subzone(landslides)

Local/central government
Local government/donators
Local government/donators

Short termHigh
MediumHigh
High/
MediumMediumMedium term

MediumShort term

Low

6
7

Mitigation Measurefor the LUMBARDHI Cinema
Non-structural measures
No

Who

Duration

Cost

Training of staff and community

Civil society organizations

Drafting of detailed emergency plan
Collaboration with Police (vandalism)
Organizing joint cultural activities4
with all ethnic groups
Digitalization of movies and docu5
mentation
Structural measures

Local government
Local/central government

Short/Medium
term
Short term
Continually

Civil society organizations

Medium term

MediumCivil society organizations

Short term

Low

Short term

MediumShort term

MediumShort term

MediumShort term

MediumShort term

MediumMedium term

MediumShort term

Medium1
2
3

1

Alarm installation

2

Hydrant installation

3

Camera installation

4

Fire sprinkler installation

5

Flood barrier installation

6

Renewal of drainage system
Protection of the wood construction
from moisture

7

Local/central government/
donorsLocal/central government/
donorsLocal/central government/
donorsLocal/central government/
donorsLocal/central government/
donorsLocal government
Local/central government/
donors
Source: by author

58

Duration

Low
Low
Low

2.3 Disaster Risk Management Plan for the Historic Center of Prizren

measures which can eliminate/reduce the risks. Preventive and reactive measures in order to reduce risks
in the Historic Center and in the LUMABRDHI Cinema are listed in the following tables.

6. Conclusion

The importance of drafting the DRM plan for the Historic Center of Prizren primarily lies in raising theawareness of policy makers about the fact that integrated approach to cultural heritage is a necessity thathas been missed. It is important to emphasize that implementation of mitigation measures will encourage
the cooperation between different disciplines and sectors dealing with risks, increase the awareness ofcommunities about disasters that can cause damages to heritage sites and micro-economy, strengthen
effective communication between decision makers with regard to risks and risk-related issues in cultural
heritages.
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Another important issue is sustainability of the project. Since the human factor is one of the components
influencing sustainability, giving “ownership” to the respective institutions and the community is essential. Therefore, involvement of officials from the central as well as local level, and the community at different stages is a way that will build “ownership” for the project.

References
1)
2)
3)
4)
5)
6)

Pedersoli J.L. Jr, Antomarchi C., ICCROM, Michalski S. (2016). A guide to Risk Management of Cultural
Heritage
Bosher L.S. & Chmutina K. (2017). Disaster Risk Reduction for the Built Environment, Chapter 1 and 2,
Wiley, London ISBN: 978-1-118-92149-4
ICOMOS: The Nara Document on Authenticity. (1994). http://www.icomos.org/charters/nara-e.pdf accessed 04-11-21
RROK – MCYS (2019). Management Plan for the Historic Center of Prizren
Haskuka Esat (1999), Ura, Çarshia, Xhamia dhe Lagjja ArastaНиколић Серафим С. (1998), ПРИЗРЕН од СРЕДНЈЕГ ВЕКА ДО САВРЕМЕНОГ ДОБА, урбанистчкоархитектонски развој

59

2.4 Community-based Disaster Risk Management Plan in Monserrate
District, Historic Center of Lima
Aya Miyazaki

PhD Candidate, University of Tokyo/ International Consultant

1. Introduction

Fig. 1 Map of the Historic Center of Lima, with Monserrate District in green dotted line
Source: PROLIMA (2019)1)(1) Context of Monserrate District, Historic Center of Lima
The Historic Center of Lima is a Spanish colonial town that was founded in 1535 and developed as the political, administrative, economic, and religious center of the Viceroyalty of Peru 2). Inscribed in 1991, theWorld Heritage city has been protecting the many layers of history of Lima: from the pre-Hispanic paths
heading North and East, Spanish checkerboard urban plan, to the European-style buildings that reflected
the architectural evolution from the XVI to the XX centuries. In addition, the intangible cultural heritage ofthe city, in relation to religious practices and ceremonies, as well as the communities are significant attributes of the city that makes it unique. The city’s uniqueness lies in the adaptation of the buildings to regional environment such as the available materials, climate, and earthquakes. In fact, this is a historic citythat had to live, hand in hand, with the impacts of El Niño, earthquakes, tsunamis and half-a-year winter ofthick fogs.
The target of the scope for this project is limited to the Monserrate District in the Buffer Zone of theHistoric Center of Lima, developed between 1535 and 1868 (in the green dotted line of Figure 1). Adjacentto the Core Zone, the Monserrate District has a high number of historic buildings made of original materials and bricks that are considered to be in a medium to very high level of physical vulnerability. There is atendency of inhabitable buildings still being used for residential purposes, which are considered very highor high risk in the official risk scenario. On the other hand, there are historic monuments that are in a
good, habitable state, which are used as public buildings (police station, for example) or religious structures.

60

2.4 Community-based Disaster Risk Management Plan in Monserrate District, Historic Center of Lima

(2) Actors & Stakeholders

The Monserrate District is a residential district, with a high number of minors, elderly, and disabled popu-

lation. There are many medium to high poverty households that are earning between 575 PEN to 1,330.09
PEN per capita, who mostly live and work in the district for generations. People have secondary educationand higher, and in general they understand the values of the Historic Center of Lima and the monuments.

In addition to the vulnerable state of the buildings from poor maintenance, there is also data that people
feel constantly vulnerable on the street throughout the day; it is reflected in the low movement on footthe whole day, while streets have medium amount of car mobility during the daytime. The District has astrong presence of communities that know very well of their neighborhood, which is a strong asset when
implementing a project.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

In order to protect the architectural, historical, artistic, and social fabrics of the Historic Center of Lima, El
Programa para la Recuperación del Centro Histórico de Lima (PROLIMA) was created as a decentralized institution within the Municipality of Lima in charge of recovering the monuments, sculptures and public
spaces of the Historic Center. Based on a holistic Master Plan of the Historic Center of Lima 2019-2029 witha vision until 2035, PROLIMA has closely worked with different partners to revitalize the Historic Center bypromoting its sustainable and humane recovery. It is based on three strategies of (1) protecting the OUVof the Historic Urban Landscape (HUL), (2) keeping the lively and attractive city center for residence andinvestment, and (3) reviving the city as a traditional cultural and touristic center of Lima3).

2. Analysis of Attributes and Values

The Historic Center of Lima, including the Monserrate District, is rich in tangible and living cultural heritage and their cultural and historic values. An urban foundation design in the checkerboard style and historic buildings adapted to the climate, earthquakes and available materials are significant attributes thatare currently protected by PROLIMA. In addition, values identified by PROLIMA reflects both the tangible
and intangible heritage, which could be grouped as in the following table.
Tab. 1 Table of cultural and historic values for tangible and living cultural heritage

Values of Tangible Heritage

Values of Living Heritage• Festive value•T raditional value of immaterial cultural elements• Traditional use value•S ymbolic social value• Foundational value• Natural value, remaining from prior to the construction of Lima
• Values related to historic events
Source: arranged by author, based on PROLIMA (2019) Plan Maestro del Centro Histórico al 2029 con Visión al 2035

3. Disaster Risk Assessment

Disaster risks of the Historic Center of Lima by PROLIMA could also be applied to the Monserrate District.
In addition to the already existing risks at the time of the construction, there additional risks caused bychanges in usage of the buildings and public spaces, the climate, and the maintenance. The hazards could
easily turn into disasters, as the Monserrate District has a very limited public open space and many narrow
streets could be blocked with either fire or destroyed buildings; with a limited number of hydrants to cover the areas, hampered evacuation routes will prevent the people, cultural properties or the fire trucks andambulances from passing through to the evacuation center in case of emergency.
(1) Primary Hazards
Nature-induced hazards of earthquakes, a long period constant weak rain, and El Niño climate are constant threats to the historic buildings in Lima. Human-induced hazards can be seen in the illegal or uncon-

61

Fig. 2 Analysis of hazards, vulnerabilities and potential impacts
Source: author, based on data analysis

trolled construction built in unoccupied public spaces or abandoned buildings. There are also manifestations where people intentionally vandalize the historic buildings and statues in public spaces.
(2) Second hazards
First hazards are consequently followed by flooding or fire4), on top of the damages to the buildings. Fire is

the most common incidents that have been observed in the historic center, which either derives from thegas being used for cooking, illegal usage of the building without proper maintenance, or poor cabling ofelectricity that frequent leads to the leakage of electricity.

(3) Vulnerabilities & Impacts
Unfortunately, inadequate investment to mitigate the impact of hazards has led to negative impacts tothe cultural heritage and the livelihoods of the communities. Hydrants are sparse to cover the District,communities in general are not aware of the actions they can take as a neighbor in case of fire or earthquake, and residential buildings lack infrastructure to detect fire, to prevent water from entering, or to utilize safe electricity. By improving some of the infrastructure could the community members live without
the need of being concerned about the earthquakes, flooding, or fire, but no specific actions have beentaken at the moment in a wider scale.

4. Disaster Scenario

It is the dry season in Lima, and at 9 p.m. a magnitude 7 earthquake hits Lima. Historic buildings without
intervention by PROLIMA is greatly affected in Monserrate District, with the many of the buildings withhigh to very high risks damaged, of which some are razed. Narrow roads are blocked by some of the build-ings and you can hear that there are residents trapped in some of the buildings. Several fires start in multiple areas, from the gas that was used for cooking dinner as well as from the electric wires. You can hearambulance and fire trucks at a distance but they cannot pass through the wider roads because of the cars
being parked on one side of the two-lane streets. Helping out those who walk, people are heading towards the only open space nearby, the Plaza Monserrate in front of the train station. Some managed toreach there but others are looking for alternative routes to get to an open space, away from the building,because the streets are blocked by collapsed buildings and parked cars.

5. Mitigation Measures

Following the risk assessment and applying it to the disaster scenario, the following mitigation measures
could be considered in the District.

62

2.4 Community-based Disaster Risk Management Plan in Monserrate District, Historic Center of Lima●P
 ROLIMA:➢ Identify public buildings that are in a good state of conservation for storage and possible evacuation spaces in case of disasters➢ Identify unoccupied inhabitable historic buildings that could be used as a possible storage➢ Prioritize the rehabilitation of “very high risk” historic buildings that could block the paths or damage human lives➢ Install more hydrants to cover enough areas to extinguish fire and introduce an easy system to uti-

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

lize them; Figure out procedures to draw water from the Río Rimac (and assess the water quality inadvance)➢ Map out evacuation space with access to water and sanitary environment for a huge number ofpeople●P
 ROLIMA + churches + fire department:➢ Back up the inventory of movable cultural heritage and share the detailed data with the fire department➢ Create a communication pipeline among the three authorities for a smooth collaboration in case of
emergency●P ROLIMA + community + police station:➢ Prepare an evacuation plan & review the plan with the community of the district➢ Check the high-risk electric wire areas and PROLIMA to create a scheme to support the infrastructural investment➢ Strengthen the role of police in emergency situation to lead the emergency response actions

6. Proposals for Emergency Preparedness, Response & Recovery

While there are multiple difficulties, the closeness of the community is an asset that could be applied tomitigate the impact of the earthquakes and secondary hazards of fire in Monserrate, as everybody knowseach other5). Residents and vendors could be first responders, based on the existing community relation-

ships and knowledge of the place. In addition, the PROLIMA has already identified all the possible risks
and hazards for the whole of the Historic City of Lima. What is needed as a next step is to tailor-make ascenario-based evacuation plan for each district. In case of Monserrate, there is a police station next to awell-protected historic church and in front of the Plaza. With PROLIMA, police, and the identified first responders, the following action could be taken to increase emergency preparedness:● E vacuation Plan: implement fire/earthquake drills based on the plan, with the roles of the actors clearly
explained● C apacity building: enable community members to utilize essential knowledge and possible actions toFig. 3 Map of the Plaza Monserrate, the only open space in the neighborhood that could be used as a temporary
evacuation space
Source: author, using a google map

63decrease the level of hazards turning into disasters➢ Car parking in areas that will not affect the escape route➢ Dangerous usage of gas➢ Accidents of illegal electric wire● Emergency supplies:➢ Prepare emergency supplies needed to evacuate the neighboring population, based on appropriate

assessment of the status quo➢ Create and monitor the storage spaces near the Plaza, with capacitation of the chosen members outof the first responders➢ Do drills once a year to familiarize the residents and vendors of what will happen in case of emer-

gency situation
The Plaza itself is surrounded by public buildings and unused buildings that could be converted for storage to augment the emergency preparedness. It will require PROLIMA to combine these district-based
scenarios and evacuation plans to come up with the mid- and long-term emergency recovery plans thatincorporates all of the Historic City of Lima.

7. Conclusion

In summary, this proposal is to focus on the two areas that are not clarified in the Disaster Risk
Management Plan by PROLIMA, based on the worst-case scenario applied specifically to the Monserrate
District.
•E xemplary attempt in a district of Buffer Zone = specific plan for prevention & evacuation needed foreach district, based on the existing analysis• People-based approach by considering residents and vendors as first responders, in cooperation
with the police
A Mitigation plan is already in place, with the fortification of buildings in progress by PROLIMA in strategic
locations. Hence, the focus was on the following points of:•P reparing residents and vendors to create less vulnerable living situations, through training & information-sharing• Including police stations as the core actor in charge of disaster response & implementation of evacuation plan•F requent checks of the usability & accessibility of hydrants
It will be essential to create an emergency response plan, with evacuation routes and a risk map, reflecting

Fig. 4 Diagram of the proposal of the Project, based on the already implemented actions by PROLIMA
Source: by author64

2.4 Community-based Disaster Risk Management Plan in Monserrate District, Historic Center of Lima

the voices of stakeholders and communities. Capacitation of the first responders in the necessity of stor-

ing materials and equipment in secure locations, to set up the tents and guide their communities will beessential, which will require the leadership of the local authorities of PROLIMA, police, and fire stations.

Acknowledgements

I would like to express my sincere appreciation to PROLIMA, especially Mr. Ricardo Rivera and Sarita
Rodríguez, for their kindness in sharing with me valuable information, data, and insights. In addition, I
would like to thank the organizers and lecturers of the ICCROM and the UNESCO Chair Programme on
Cultural Heritage and Risk Management ITC R-DMUCH team, especially to Wes for guiding me with theconcise advise during our online mentoring sessions. It was such a wonderful fresh of air, in a very difficult
COVID-19 pandemic year, to have had the chance to meet the teams and participants. 有難うございました！
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Footsnotes and Reference1)	PROLIMA: Anexos - Láminas, 2019 (provided by PROLIMA).
2)	UNESCO World Heritage Centre: “Historic Centre of Lima”, 2021, https://whc.unesco.org/en/list/500(accessed 9 November 2021).
3)	Data, maps, internal information, and access to the Management Plan and its appendices were provided by PROLIMA, especially with the support of Ricardo Rivera and Sarita.
	PROLIMA: Plan Maestro del Centro Histórico al 2029 con Visión al 2035, 2019 (provided by PROLIMA).
4) For example, there was a fire in 2020 in the District, in front of the Plaza Monserrate, which is the only
evacuation space in the neighborhood. Fortunately there was no casualties but the fire damaged thealready high risk inhabitable historic building (refer to: https://elcomercio.pe/lima/sucesos/familias-damnificadas-del-incendio-en-zona-de-monserrate-seran-alojadas-en-albergue-de-todos-por-18meses-nndc-noticia/; https://elcomercio.pe/lima/sucesos/cercado-de-lima-mas-de-60-familias-damnificadas-dejo-incendio-de-grandes-proporciones-en-quinta-del-jiron-callao-nndc-noticia/).
4)-1	El Comercio: Damnificados del incendio en zona de Monserrate será alojados en Albergue de Todos
po 18 meses, 23 September 2020, https://elcomercio.pe/lima/sucesos/familias-damnificadas-del-incendio-en-zona-de-monserrate-seran-alojadas-en-albergue-de-todos-por-18-meses-nndc-noticia/(accessed 9 November 2021);4)-2	El Comercio: Cercado de Lima: más de 60 familias damnificadas dejó incendio en quinta del jirón
Callao, 30 July 2020, https://elcomercio.pe/lima/sucesos/cercado-de-lima-mas-de-60-familias-damnificadas-dejo-incendio-de-grandes-proporciones-en-quinta-del-jiron-callao-nndc-noticia/ (accessed 9
November 2021).
5)	El Comercio: El renacer del barrio de Monserrate, 1 February 2020, https://elcomercio.pe/lima/patrimonio/el-renacer-del-barrio-de-monserrate-cercado-de-lima-noticia (accessed 9 November 2021).

65

2.5 Basel, a city of museums and underestimated risks for cultural heritage

Flavio Häner

 h D , C u l t u r a l P r o p e r t y P r o e t e c t i o n R e s p o n s i b l e , A b t e i l u n g K u l t u r,P
Präsidialdepartement Basel-Stadt

1. Introduction

The urban area of Basel (Basel-Stadt, Switzerland) is home to a large quantity and variety of cultural heritage sites and institutions, especially museums and collections of movable and tangible cultural heritage.
The municipal area of the canton Basel-Stadt and the surrounding areas are home to more than 30 museums and several libraries and archives of regional, national or international significance. Apart from thecollections of mobile tangible heritage, the largely intact historic city centre, outstanding architecture andarchaeological sites add further cultural heritage objects to the area. In total, there are 102 objects of national significance and around 300 objects of regional significance located in Basel-Stadt listed in the
Swiss inventory of cultural property1). The high density of museums is represented in the label “city of mu-

seums”, which also indicates the cultural, social, economic and touristic significance of the museum sector2).

The wealth of tangible cultural heritage is a privilege but also a challenge. Although the city has beenspared from disasters or larger damage since the large Basel Earthquake of 13563), the risks of damage toobjects of institutions are prevalent. Many museums are located in historic buildings, making them vulnerable to vibration, fire or climate induced damages. Above all, it is a question of time, until another earthquake will occur. The risks however have not yet been properly addressed by a governmental or institutional planning and management organization. In 2017, the government of Basel-Stadt installed theposition of a cultural property protection manager to implement international and national law andframeworks for cultural property protection on a regional and local level. Since 2018 a new law on civil-protection and cultural property protection is in development with an expected implementation in
2022. Apart from creating a comprehensive legal framework, actions for disaster preparedness and mitigation and risk reduction require introduction and implementation on an institutional and community level.

Fig. 1 The Barfüsserkirche, home of the Historic Museum.
Source: http://www.hmb.ch

66

2.5 Basel, a city of museums and underestimated risks for cultural heritage

Although Switzerland has a well-established civil-protection system, which also includes cultural property

and heritage on a federal level, training for disaster response for cultural heritage have been suspended in
the canton of Basel-Stadt in the 1990s. Training started again in 2019 as part of the overall reorganisationof cultural property protection with a focus on disaster risk mitigation instead of protection in case ofarmed conflict. However, there is not yet a developed strategy to increase disaster preparedness and re-sponse. The cultural heritage sector shows deficits in risk-awareness and disaster-preparedness. Although
the ICOM code of ethics addresses the governing body as responsible to “develop and maintain policies
to protect the public and personnel, the collections and other resources against natural and human-madedisasters”4) neither government nor institutions have implemented consistent disaster risk management

plans for cultural heritage in case of a disaster or states of emergency in the Basel region.

2. Case Study Site

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 ParticipantsWith more than 400 cultural heritage sites of high importance in an area of 37km2, from which over 30 are
museums, risk mitigation in Basel-Stadt needs an application on the macro- and micro-level. It is important to analyse hazards and their potential damage to cultural heritage from an overall perspective down
to a single object within a museum collection, archive or library. Therefore, the case study focuses on one
specific site, in order to understand risks and measures for mitigation and disaster preparedness. The casestudy site is the Historic Museum of Basel, which is one of five public museums of the canton of BaselStadt under public governance.5) The historic museum was founded in 1894 and is divided into three sec-

tions, which are all located in historic buildings in the urban area of the city of Basel: Barfüsserkiche(cultural history), Haus zum Kirschgarten (19th century domestic culture), Musikmuseum (musical instruments). The main part of the collection is on display within the historical building known as the
Barfüsserkirche, a former monastery church built around 1300 by the order of the Franciscans. The collection of the Historical Museum comprises more than 250,000 artefacts documenting handicraft traditions
and everyday culture in the Upper Rhine region with a temporal focus on the 14th-18th century. The history of the collection links to the history of Basel and includes a part of the treasury of the Basel Cathedral,
Medieval Tapestries and objects from several 17th century cabinets of curiosities. Most of the objects are
stored in the external depots, of which four are located outside of the municipality of Basel-Stadt. The
Swiss inventor of cultural property lists the Museum Buildings as well as the collection as objects of national significance (Category A). The case study focuses on the main part including the historic building of
the Barfüsserkirche with the exhibition and the adjacent depots and administration offices but considers
the multi-local structure of the museum.

3. Heritage Values and Attributes

The Barfüsserkirche (KGS-Nr 1565) as well as the collection of the Historic Museum Basel (KGS-Nr 8522) are
Cultural Property of national significance (Category-A).
3.1 The Barfüsserkirche
The Barfüsserkirche is a remarkable example of medieval monastic architecture in Basel. A first church wasbuilt in 1250, the construction of a new monastic complex began around 1300. The earthquake of 1356
and the following fire affected most of the monastic buildings, which had to be rebuilt. After the reformation, the monastic complex has seen many alterations and the church was no longer used as religious site.
From the 17th to 19th century the building was used as hospital, school, mental asylum or department
store. Thanks to historical research and archaeological excavations, the rich history of the building is well
documented6). The square around the church is referred to as “Barfüsserplatz”. It has a high cultural value

as many social activities (concerts, markets, fairs and festivals) take place at the square.

673.2 The Historic Museum Basel

The collection of the Historic Museum documents the material cultural of the Upper Rhine region and thethree-country-corner between Switzerland, Germany and France. Today, the Basel Historic Collection is

one of the most extensive collections in Switzerland on medieval and early modern history. A more recent

collection on contemporary history links the historic collection to the present times. While the majority ofobjects are movable as they are exhibited in showcases or on plinths, many objects (for ex. furniture, panelling) are attached to the building. Other objects may have a reduced movability because of their highweight or spatial dimensions (for ex. stone fountain shafts).

Fig. 2 Selection of museum-objects depicting the diverse variety of objects, from left to right:
Celtic pot, 150-95 BC (Inv.-Nr.1915-662); Reliquary of St Pantalus (after 1270, Inv. Nr. 1882.87);
Tapestry, around 1500 (Inv. Nr. 1926.40); Dustbin Patent Ochsner, 1935 (Inv. Nr. 2003.109).
Source: https://www.hmb.ch/en/museums/objects-in-the-collection/

4. Risk-Assessment

Based on general available information, hazard-maps and historic records of damage-events, three main
hazards with high damage-potential can be identified: Fire, earthquake, and climate and weather induced
events (flood, heavy-rainfall). Social factors such as the function of the square and area around the heritage site as gathering places increase human induced risks (vandalism, accidents). Although research on

Fig. 3 Hazard map of Basel indicating recorded earthquakes and floods
relative to the heritage site.
Source: http://www.seismo.ethz.ch; https://map.geo.admin.ch

682.5 Basel, a city of museums and underestimated risks for cultural heritage

historic disasters and damage to cultural property and heritage in the city of Basel is conducted7), the his-

toric reports on the potential risks of disasters and their potential damages on cultural heritage have notbeen addressed with adequate mitigation measures. Further, disaster and risk awareness is generally low

in the cultural sector. The introduction of a legal basis for cultural property protection in case of armed
conflict, disaster and in state of emergencies planned for 2022 should tackle this issue and defined responsibilities for further proceedings.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

4.1 Secondary- and Subsequent-Hazard Analysis
Not only have disasters been recorded in the history of the heritage site, but also the interdependency ofhazards. The great 1356 earthquake did damage to buildings, but the following city fire burnt not only
most of the infrastructure but also the state-archive. Further, the earthquake led to an obstruction of theriver Birsig with debris of buildings resulting in the flooding of the monastic complex of the Barfüsser located8). As the basement is used for storage and exhibition of objects, it is not clear, how future flood
events would affect the museum.

Fig. 4 Secondary and subsequent hazard analysis
Source: by author

4.2 Risk for Individual Objects
Within a collection, it is necessary to know where the most valuable objects in terms of cultural value attributes are located. However difficult it seems to prioritize individual objects of a museum collection, valorisation and priorities are a vital aspect of emergency planning9). For immediate response, it is suggested todivide the museum into priority-zones, based on the material and thematic attributes of the objects within a specific zone. The zones resemble the overlaying thematic focusses of the museum and contribute to
the uniqueness of the collection and institution. Apart from the value and significance of an object, themateriality of the majority of the object within a specific zone are analysed in accordance with their vulnerability to an emergency. The fourth attribute is the movability of the object according to the number ofpeople required to move objects safely out of the hazard-zone. Each attribute is given an attribute-value(1,2,3). The sum of all attributes-values defines the priority-value and category of a zone. Single objects aremarked with a triangle; zones are shaded in the represented colour. It needs to be emphasized, that a limited movability can lower the priority of the object for evacuation or salvage, if no measures for evacuation
are considered in the exhibition displays.

69

Tab. 1 Valorization of cultural heritage attributes for emergency planning

Value

SignificanceRarityVulnerability (heat, humidity, vibration)

Movability

3

GlobalUniqueFragile (Ex. Textiles, Paper, Ceramics)

1 Person (P)2Regional

Rare

Prone (Ex. Metal, Hardwood)

2 Persons

1

Local

CommonSolid (Ex. Stone)

3+ Persons

Source: by author
Tab 2. Example setting of evacuation or salvage priority evaluation for medieval tapestry.

ObjectSignificanceRarityVulnerability

3 = Global

3 = Unique

3 = Fragile, Flammable, prone tohumidity

Movability

Total
value

2 = 2P

11/12

Source: by author

4.3 Room Situation
The room situation of the Historic Museum and the exhibition is complex but well documented. Thanks to
the use of new technology, 3-D models can serve not only as virtual museum exhibitions, but also as a basis for emergency planning, as they represent the relative position of the objects within the museum. It
must be noted that 3D-models may not represent the actual position of the objects, as the exhibition
structure might have changed.

Fig. 5 Risk-Map of the museum based on 3D-Model
Source: https://www.hmb.ch/museen/barfuesserkirche

4.4 Conclusion of Disaster-Risk-Analysis
For the Barfüsserkirche and the collection of the Historic Museum Basel three major hazards have been
identified, that can have a damaging and devastating effect on both the building and the objects. While
fire is a primary hazard with high impact onto the heritage site and the objects, fire is also a secondary
hazard of three other hazards (earthquake, mass-gatherings and armed-conflict). Due to the high likelihood and high impact, fire is the major risk for the heritage site. The lack of risk awareness and emergency
plans results in a crucial increase of the vulnerability.

70

2.5 Basel, a city of museums and underestimated risks for cultural heritage

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Fig. 6 Conclusion of risk analysis
Source: by author

5. Worst Case Emergency Scenario

The potential damage of the main hazard fire onto the building was analysed based on a likely worst-casescenario. As the Barfüsserkirche and the surrounding area are public places, where events take place frequently, an affection of a high number of persons is very likely. As the safety of humans stands above thesafeguarding of cultural heritage objects, the prioritization of humans must be regarded in the emergency
planning. The scenario assumes a fire during a special event with many visitors inside the museum, increasing the complexity of the situation. In the scenario, outside temperature (-12°C), technical failure andhuman errors lead to a delay in the emergency-intervention.

Fig. 7 Scenario – Fire during an event inside the museum.
Source: by author.

5.1. Impact Evaluation
In order to develop an effective and sustainable disaster risk mitigation plan, it is necessary to understandand analyse the impact and the potential damage to the heritage site. Attention must be given to the subsequent nature of hazards. In the depicted scenario (Fig. 7), the intervention of the fire brigade is delayed71because of technical and human induced errors. Extinguishing the fire will result in water affecting the exhibition area. A weakening of the structure will be an obstacle for damage assessment and salvaging ofobjects, as new hazards occur for both humans and heritage objects.
Tab. 3 Impact assessment

Structure

Objects

Destroyed
Weakened (Access limited)
Affected (Cleaning needed)
Intact▼ Destroyed▼ Severe damage = burnt, buried, soaked, broken▼ Affected (wet, dirty)○ Cause and subsequent hazards
Source: by author

Fig. 8 Impact scheme of a fire in the roof.
Source: by author.

6. Disaster Risk Mitigation and Preparedness

Based on the scenario, a fire at the Barfüsserkirche could have severe impact on the site and the collectionof the Historic Museum. The vulnerability of the site is highly increased by the lack of disaster preparedness and awareness on a governmental, institutional and individual level. To lessen the effect of a fire onto
the heritage site, several measures can be implemented. However, regarding a risk-based approach, measures must be evaluated for their scale, duration for implementation and cost-effectiveness especially for
ongoing processes or new technical infrastructure requiring maintenance. Stakeholder assessment is crucial, as proposed measures can only be implemented when all stakeholders, including the local community agree on their realization. In the case study, three measures have been evaluated regarding their effectiveness and costs:
1. development of disaster mitigation planning including cultural heritage aspects
2. revision and upgrading of fire-prevention systems
3. reinforcement of exhibition areas
In the case of the Barfüsserkirche being both, a museum and a heritage site on its own, risk-mitigation
measures need to be between safeties for humans, cultural heritage attributes of the building and the collection. For example, installation of fire-prevention systems can intervene with heritage aspects of thebuilding, although it would decrease the vulnerability. Further, reinforcement of exhibition areas or display need to accord with the exhibition. The focus of disaster risk mitigation for the Historic Museum andthe Barfüsserkirche should rely on a comprehensive emergency planning that follows clear instructions forthe museum as public space and as cultural heritage site.

72

2.5 Basel, a city of museums and underestimated risks for cultural heritage

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

can be‘Fig. 9 Evaluation of measure for risk-mitigation
Source: by author

7. Conclusion and Outlooka) F ire and earthquakes are hazard with a high risk for museums, especially if they are located within a historic building lacking state of the art fire prevention systems.
b) T he lack of comprehensive emergency and evacuation planning results in a higher risk for both humans
and cultural heritage aspects, it must receive the highest priority.
c) T he development of emergency plans, including plans for recovery must be organized as cooperation
between emergency services, the museum staff and governmental and public stakeholders and withina continuous disaster risk mitigation management.
d) D eveloping and internalizing comprehensive emergency and disaster risk mitigation management taketime and effort and need to be in accordance with the legal basis on local, national and international
level.
7.1 Pilot-Project: Workshop for a modular emergency planning for cultural heritage
In a first step and as result of the international training course, a workshop with cultural heritage institutions directors and staff, civil-protection, the cantonal crisis-organisation, fire brigade, police as well as
representatives of the government administration and insurances is planned for early 2022. According to
the revised legal basis, the aim of the workshop is to define the responsibilities, competences and an
agreement on the key elements of disaster risk mitigation management for cultural heritage. Another taskof the workshop is to set up further proceedings including the organization of an extensive exercise with areal-life set-up and complex scenario within the following months. As the Historic Museum is one of many
cultural heritage sites within the Basel region, the workshop and all measures for disaster risk mitigation
for the cultural heritage will include representatives from different sites and disciplines.

Acknowledgment

Many thanks go to the speakers, resource persons and participants of the ITC training course 2021 for theirvaluable advices and feedbacks. In addition, I would like to thank the staff of the Historic Museum for their
inputs. The Abteilung Kultur as well as the administration of Basel-Stadt receive furthers thanks for fostering initiatives for an integral and sustainable disaster risk mitigation management.

73

References
1)

2)
3)

4)
5)
6)

7)

8)

9)

74

Bundesamt für Bevölkerungsschutz: Inventory of Cultural Property of National and Regional

Importance, 2021, https://www.babs.admin.ch/de/aufgabenbabs/kgs/inventar.html, accessed 4
November 2021

Museums in Basel, Wikipedia, https://en.wikipedia.org/wiki/Museums_in_Basel, accessed 7 November

2021.
Fäh, D., Gisler, M. Jaggi, B., Kästli, P., Lutz, T., Masciadri, V., Matt, C., Mayer-Rosa, D. Rippmann, D.
Schwarz-Zanetti, G., Tauber, J., Wenk, T.: The 1356 Basel earthquake: an interdisciplinary revision,
Geophysical Journal International, Volume 178, Issue 1, July 2009, Pages 351–374, https://doi.
org/10.1111/j.1365-246X.2009.04130.x, accessed 7 November 2021.
ICOM: Code of Ethics for Museums, 2017, https://icom.museum/wp-content/uploads/2018/07/ICOMcode-En-web.pdf , accessed 7 November 2021.
Historisches Museum Basel, http://www.hmb.ch, accessed 7 November 2021.
Fehlmann, M., Hofmeier, T.: Die Barfüsserkirche. Basler Kostbarkeiten 39 (2018), https://www.hmb.ch/fileadmin/a/hmb/dateien/pdf/basler-kostbarkeiten/HMB-39-Die-Barfuesserkirche.pdf, accessed 7
November 2021.
Schneller, D., Lassau, G.: Erdbeben, Feuer, Wasser und andere Katastrophen. Ihr Einfluss auf die
Stadtentwicklung und der Stadtgestalt im Spätmittelalter und in der Frühen Neuzeit. Beiträge derTagung in Basel, 1./2. Februar 2018. Bern, 2019, https://www.denkmalpflege.bs.ch/dam/jcr:14d886e515e9-41b1-ae90-1021ac55d298/Pub_Erdbeben_Feuer_Wasser_2019_Web.pdf
Rippmann, D. et al.: Basel Barfüsserkirche. Grabungen 1975–1977. Ein Beitrag zur Archäologie undGeschichte der mittelalterlichen Stadt, Schweizer Beiträge zur Kulturgeschichte und Archäologie desMittelalters 13, Olten, Freiburg i.B., 1987.
Leuzzi, R.: Setting Salvage Priorities – Evaluation criteria for museums and collections, KGS-Forum Nr.
35, 2019, p. 67-73.

2.6 Disaster Risk Management Plan for UMAG, Fung Ping Shan Building,
The University of Hong Kong
Dr. Jennifer Lang

 irector and Adjunct Associate Professor, MSc (Conservation), The University ofD
Hong Kong, Faculty of Architecture

1. Introduction and Site Context

This article presents a Disaster Risk Management (DRM) Plan for the Fung Ping Shan Building/University
Museum and Art Gallery (UMAG) at the University of Hong Kong, Hong Kong, SAR China. This DRM plan
was developed as part of the 15th International Training Course on Disaster Risk Management of Cultural
Heritage, Ritsumeikan University, from August through October 2021.
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

The Fung Ping Shan Building is a three-story, neo-Georgian style building (a listed Monument in HongKong) designed by architects Leigh and Orange and built in 1932 as the Chinese Library for the Universityof Hong Kong (HKU). Founded in 1953, The University Museum and Art Gallery is dedicated to collecting
Chineses art. As the oldest continuously operated museum in Hong Kong, the museum has a diverse collection of Chinese ceramics, bronzes and paintings1). The museum is located on a steep slope with large

heritage trees within the dense urban university campus on Hong Kong Island, near Bonham Road andthe East Gate entrance to the campus. Strengths of the site include that the entire art collection is digitized, that the building has a modern automatic fire suppression system, including smoke, fire alarms andsprinkler systems, and that due to the below-ground placement of all electricity lines in Hong Kong, thereis rarely any power loss during large storms.
Hong Kong experiences disasters such as severe rainstorms, typhoons and landslides every year. Although
Hong Kong has not had a large-scale disaster (except for COVID-19) that caused significant economic orhuman casualties in many decades, Hong Kong has been ranked as the city with the highest disaster risk
in Asia, according to the Sustainable Cities Index2).

2. Values and Attributes

The Fung Ping Shan Building is significant for five values: historic value, architectural value, art value, social
value and educational value. As the oldest continuously operated museum in Hong Kong, it has historicvalue for its diverse collection of Chinese ceramics and bronzes dating from the Neolithic period to the
Qing dynasty, as well as traditional and modern paintings from the Ming to the 21st century. Originallybuilt at the Fung Ping Shan Library of Chinese language publications in honor of its benefactor (Fung Ping
Shan 1860-1921) who is an eminent Chineses entrepreneur promoting Chinese education in Hong Kong,
it is one of the twelve important heritage buildings forming part of the University of Hong Kong campus.
The character-defining elements supporting this value include its use as a library and museum at HKU; thematerials including the exterior and interior surfaces, configuration, and finishes (which speak to its age);and the exterior and interior forms functioning as an art museum.
Designed by the prominent architectural firm Leigh and Orange and constructed in 1932, its architecturalvalue lies in its red brick Flemish bond, granite, terrazzo, wood and plaster materials and interior finishes,
and its symmetrical neo-Georgian style façade and interior. The character-defining elements include thematerials of the interior and exterior, forms as a museum and its exterior and interior design, and the spatial configuration including its layout and plan.
The museum has cultural/artistic value as an institution that promotes understanding and appreciation of75

Figs.1 and 2 Front façade and interior gallery of UMAG, Fung Ping Shan Building.
Source: UMAG

Chinese art and culture and other cultures, through its collection and display of art and artifacts. The character-defining elements include the art collection, the use of the building as a museum and depository ofart and cultural heritage, and cultural associations and meanings as a museum.
The Fung Ping Shan building has social value as a facility that provides a venue to educate, train and teachstudents, the public and the community to stimulate awareness and disseminate knowledge of traditional, modern and contemporary art, Chinese culture and art history, to enrich the educational, cultural andartistic community. The use as a facility for the community and public, and its location as a museum on
the HKU campus are the character-defining elements of the social value.
Finally, the museum has educational value as a teaching and research institution that educates students
and the public through art-historical research, teaching, displaying and interpreting its permanent art collection about Chinese art and culture and presenting noteworthy temporary exhibitions. The use as ateaching and research institution and its location as a museum on the HKU campus are the character-defining elements which support the educational value.

3. Risk Analysis

A risk analysis identifies primary and secondary hazards and how they may interrelate with physical, social,economic, political and attitudinal vulnerabilities which expose heritage to various hazards3). A risk analy-

sis of the UMAG Fung Ping Shan building includes firstly identifying the hazards and threats, secondly
identifying the specific vulnerabilities and together these equal the cause/effect relationship and impactsof the values of the site (see Fig. 3). The four hazards and threats affecting Hong Kong include typhoons,heavy rain and floods, fire and landslides. The vulnerabilities include the following: poor museum and university communication; poor condition of portions of the building envelope permitting water infiltration;
location of the building on a slope adjacent to an open water drainage channel, and surrounded by large
heritage trees; improperly working air conditioning climate control system that is leaking water; inadequately trained building conservation and construction workers who previously worked on the building;no DRM plan for the building and in general, low disaster and emergency awareness in Hong Kong; presence of a water-based automatic fire sprinkler suppression system; and shifting political environment inHong Kong which has created social unrest and restrictions by the government.
As a result of the hazards/threats together with the vulnerabilities, there are four main cause-effect rela-762.6 Disaster Risk Management Plan for UMAG, Fung Ping Shan Building, The University of Hong Kong

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Fig. 3 Risk Analysis for UMAG Fung Ping Shan Building
Source: Jennifer Langtionships and impacts on the values of the museum. The first impact is the damage and destruction of significant building components (interior and exterior) and to the art collection. This damage and destruction
include mold, decay of fabric due to water infiltration, and light, ultraviolet and infrared light (via the skylight) damage to artwork. The second impact includes the loss of lives, the livelihood of the museum professionals and staff and resulting closing of the museum. The third impact is the loss of the use of the museum thereby resulting in the loss of cultural, educational and social value and cultural associations andmeanings of the site by the community. Lastly, impacts include damage to the building and collection bysocial unrest, restrictions on content of art exhibits and collections, and suppression of community involvement and minority groups in Hong Kong.

4. Worst Case Disaster Scenario

In this worst case disaster scenario for the UMAG building in Hong Kong, the primary hazard in s super typhoon, and the secondary hazards are floods, fire and landslides. A super typhoon (T10) is due to directly
hit Hong Kong at 6 pm on Friday 6 September 2023. As a result of Hong Kong’s weather preparedness system, the city is on high alert and all residents are at home, businesses are closed and there is little to no
traffic on the roads. Accordingly, the museum building is closed with no visitors or staff present. The hazards and vulnerabilities include the high wind rain and resulting falling trees which damage the glass skylight on the roof, portion of the roof and roof parapet, with water entering the building. Water in the open
water channel on the slope directly west of the museum breaks over the banks and floods the groundfloor outside of the museum and leaking inside of the museum. Electrical fires result inside of the museum
as a result of the water infiltration on the first and third floors. The sprinkler fire suppression system is enacted damaging portions of the art collection and interior of the building. After hours of heavy rain, alandslide develops within the campus hillside above the museum building. The landslide results in the
demolition of several university buildings and a slide of building debris, rocks, trees and mud comes down
the slope blocking access to the museum building and causing damage to the building exterior.
As a result of these events, major portions of the museum building and the art collection are damaged
and destroyed. The heritage building (inside and portions of the exterior) was significantly damaged andwas not able to remain open as a museum. The museum staff lose their livelihood and the museum willclose. The students, visitors, community members and public are no longer able to visit the museum or
engage in the educational activities that take place there.

77Fig. 4 Stakeholder Analysis for UMAG
Source: Jennifer Lang

5. Stakeholder Analysis

Stakeholder analysis enables an awareness of the respective interests and interrelationships enabling abetter understanding of the respective interests and power relations between all stakeholders and actors4). A stakeholder analysis and mapping for UMAG divides the stakeholders into three groups: 1) Local

Civil Society and Community Groups (including HU Museum Society, community members, volunteers, andlocal heritage and art professionals); 2) International Assistance for Cultural Heritage First Aiders; and 3)
Government and HKU Authorities (the HK Security Bureau, HK Police Force, HK Fire Services Department,
Auxiliary Medical Services, Civil Aid Society, Development Bureau CHO, AMO, HK Buildings Department,
HKU Estates Office and HKU Security Office). The level of influence of each of these groups is assessed, as
is the relationship between the museum and each of the stakeholder groups and together this information is graphically indicated on the Stakeholder Analysis Chart (see Fig. 4)5). This analysis indicates that although UMAG has strong ties and relationships with local civil society and community groups, its relationships with highly influential stakeholders such as government authorities, HKU and international cultural
heritage first aiders and institutions could be enhanced and made stronger.

6. Mitigation

Disaster risks can be prevented or mitigated by preventing hazards, mitigating the impact of hazards, reducing the vulnerability of the property and its environs, and training the staff in self-protection strategies6). Mitigation aims to reduce loss of life and property by lessoning the effects and impacts of disasters

and to reduce or prevent long-term risk from hazards on the existing built heritage, taking action in thetimeframe before a disaster to lesson post-event damage to lives and property7). Proposed mitigation for

UMAG is divided into five parts – Regional Policy, Planning, Technical: Structural, Technical: Non-Structural,and Maintenance and Monitoring and Training and Awareness.

For mitigation related to Regional Policy, there are three recommendations: 1) Include specific provisions
for heritage buildings as part of the comprehensive DRM plan for Hong Kong8); 2) Provide subsidies andincentives for the preparation of DRM plans for heritage buildings/museums in Hong Kong; and 3)
Develop and execute specialized DRM training and educational programs for heritage buildings to improve resilience and low disaster and emergency awareness in Hong Kong.

78

2.6 Disaster Risk Management Plan for UMAG, Fung Ping Shan Building, The University of Hong Kong

For mitigation related to Planning, there is one recommendation: 1) Improve and reconfigure open water
channel west of the museum building and to install related slope monitoring systems.

For mitigation related to Technical: Structural, there are two recommendations: 1) Strengthen and repair
the flat roof membrane, parapet walls and domed skylight components on the roof to ensure watertight-

ness of the roof and the building envelope; and 2) Improve water drainage systems surrounding the perimeter of the building exterior, especially at the rear facing the retaining wall and slope.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

There are five recommendations for Technical: Non-Structural Mitigation: 1) Integrate the existing digitized art collection system with a new significance/value system and tie it to specific locations on thebuilding plans; 2) Investigate increasing the number of fire-safe collections storage rooms within the museum; 3) Investigate the feasibility of the installation of new gaseous or clean-agent based automatic fire
suppression system to replace the existing system9); 4) Install electronic monitoring and detection systems
inside the museum to identify leaks (humidity) within the building; and 5) Investigate making the art display cabinets flame retardant/fire safe.
Finally, for Maintenance and Monitoring and Training and Awareness Mitigation, there are five recommendations: 1) Establish an annual cyclical maintenance checklist and plan for the interior and exterior of themuseum building to ensure proper monitoring of the site and related staff training of the checklist andplan; 2) Organize regular emergency simulation drills, table-top and mock exercises, and awareness raising activities with museum and HKU Facilities staff, HK Emergency Services and the community10); 3) Stage
Disaster Imagination Games11); 4) Create DRM community awareness programs targeting the community,

students and children; and 5) Create a multidisciplinary network of First Aid Experts/Advisors of Cultural
Heritage Specialists from government, emergency departments, specialists and the university.

7. Emergency Preparedness Measures

Emergency disaster preparedness refers to measures taken to prepare for and reduce the effects of disasters. Proposed emergency preparedness measures for UMAG includes the following: 1) Create an evacuation plan for visitors and staff (including a location of safe shelter/refuge area in the vicinity of the building
and campus site), identifying means of escape (place, and number of exit routes from building), andcrating architectural plans with utility mains, fire exists and fire extinguishers highlighted12); 2) Create an

emergency response chain of command/contact list within the museum and university; 3) Identify significance of museum objects (with consultation with HKU Museum Society and community) which are mostvaluable and should be evacuated first (hierarchy of value, accessibility, condition, damage, size andweight) and tie value/significance to the existing digitized record of objects 13); 4) Identify and createagreement of a temporary off-site secure emergency storage site for the artwork (and related supplies)
and transport of the objects in the museum collection, as well as sites for stabilizing and storing/cleaningof objects and artwork14); 5) Create lists of appropriate emergency supplies and equipment, acquire items

and create accessible on-site storage of items needed in an emergency15); 6) With the assistance of theCommissioner for Heritage’s Office (CHO) and the Antiquities and Monument Office (AMO), coordinate
documentation of significant exterior and interior architectural features of the museum with 3D laser
scanners or photogrammetry to provide precise records, measurements and details of the heritage building; 7) Prepare and create sample damage and risk assessment forms for the museum collection and theheritage building16); 8) Create a First Aid List of multidisciplinary professionals in undertaking condition as-

sessment of the building and the collections. The list of professionals may include conservators, architects,
structural engineers, curators, historians and conservationists; 9) Liaise and coordinate with HKU and HK
Government Emergency Services to coordinate and plan safety assessments for the museum to identify
priorities for securing and stabilizing museum objects and the museum building; 10) Arrange for periotic

79

testing of fire suppression system (if not already in place); and 11) Confirm existence of or create a new
back-up cloud system for museum staff computers17).

8. Planning for Recovery

Planning for recovery includes utilizing a clear recovery framework to ensure that a disaster is managed

effectively in order to minimize the risk of further damage to the site through uncoordinated action and toprepare and train staff to carry out the process to return museum operations to normal18). Proposed shortterm actions include the following: 1) Secure and stabilize the museum building and collection; 2) Provide
temporary cover for exposed built elements, fragments and objects19); 3) Post-event evacuation of art col-lection to another safer temporary location; 4) Salvage damaged art collection and building fragments including sorting and stabilization through surface leaning and/or drying objects; 5) Provide safe and secure
temporary storage for evacuated and salvaged art and building fragments; and 6) Dry the museum building in the aftermath of a flood20).
Proposed medium and long-term actions for planning for recovery include the following: 1) Conduct detailed damage assessments of the building and art collection; 2) Monitor and review the risks; 3) Monitor
and review information sources; 4) Periodically review the DRM Plan based on the effectiveness of theplan and in light of the experience of any emergencies; 5) Continuously develop and engage in staff training and capacity building for DRM and emergency situations; and 6) Continuously engage with stakeholders, community and volunteers.

9. Conclusion

Formulating a DRM plan is an important exercise that presents the opportunity to identify, assess and reduce risks and hazards associated with disasters. It is hoped that this DRM Plan for the UMAG Fung Ping
Shan Building in Hong Kong will be implemented with a view to preserving its heritage and ensuring thatit contributes to the sustainable development of the Hong Kong community in the future. Additionally, it
is hoped that the creation of this DRM Plan will have direct benefits beyond UMAG in that it could be utilized by the University of Hong Kong Estates Office as a model for the development and dissemination of
additional DRM plans for the remaining heritage buildings owned by the university.

Acknowledgements

I would like to express my sincere thanks to Rohit Jigyasu, Dowon Kim and the entire UNESCO Chair
Programme on Cultural Heritage and Risk Management ITC R-DMUCH teaching team. Special thanks also
to Ksenia Chmutina for providing excellent mentoring and guidance throughout the program. Finally,
thanks to Florian Knothe for allowing me to collaborate with UMAG to utilize the museum and Fung Ping
Shan building as my case study for the course.

Footnotes
1)

2)
3)
4)
5)
6)

80

Florian Knothe, “Treasures, Traditions and Transformations: UMAG at Sixty” and the heritage appraisaland description of the listed monument building by the Hong Kong Antiquities Monument Office,https://www.amo.gov.hk/form/DM118_Related_Information_En.pdf
2015 Arcadis Sustainable Cities Index, at file:///Users/jenlang/Downloads/307237_ARCADIS%20
Sustainable%20Cities%20Index%202015.pdf
ICCROM, First Aid to Cultural Heritage in Times of Crisis Handbook: 58.
Ibid: 34.
Ibid: 34.
UNESCO, Managing Disaster Risks for World Heritage, 2010: 32.

2.6 Disaster Risk Management Plan for UMAG, Fung Ping Shan Building, The University of Hong Kong

7)
8)

9)

Ibid: 58.

Emily Chan, Yeung and Lo, Hong Kong’s Emergency and Disaster Response System Policy Brief, October
2015, and Harvard T.H. Chan School of Public Health, Disaster Preparedness in Hong Kong: A Scoping
Study, 2016.

National Parks Service 2002, National Parks Museum Handbook, Part I, Chapter 9: Museums Collections

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Security and Fire Protection.
10) Valerie Dorge and Sharon L. Jones, Building an Emergency Plan: A Guide for Museums and Other Cultural
Institutions: 89-107.
11) Originally developed in Japan, Disaster Imagination Game (DIG) is a method developed for disaster
drills, which uses maps, transparent overlay and designates, among participants, members of the virtual command post of disaster relief activities with the objective of facilitating the training of directing activities to help people. It is a simple, low cost and versatile methodology, and very effective forstrengthening of local capacities for disaster prevention. See Gifu Prefectural Government (2012).
Disaster Imagination Game (DIG) Guidebook for Leaders. Gifu-shi, Japan.
12) ICCROM, First Aid to Cultural Heritage in Times of Crisis Handbook: 36-37, and 73.
13) UNESCO and ICCOMOS, Endangered Heritage: Emergency Evacuation of Heritage Collections: 12-14.
14) ICCROM, First Aid to Cultural Heritage in Times of Crisis Handbook, pages 69-119 and ICCROM, First Aid to
Cultural Heritage in Times of Crisis Toolkit, pages 39-93, and UNESCO and ICCOMOS, Endangered
Heritage: Emergency Evacuation of Heritage Collections.
15) ICCROM, First Aid to Cultural Heritage in Times of Crisis Toolkit, pages 9, 67-69 and 93-96 and UNESCO
and ICCOMOS, Endangered Heritage: Emergency Evacuation of Heritage Collections.
16) ICCROM, First Aid to Cultural Heritage in Times of Crisis Toolkit:15-27.
17) Valerie Dorge and Sharon L. Jones, Building an Emergency Plan: A Guide for Museums and Other Cultural
Institutions: 210.
18) Ibid: 24.
19) ICCROM, First Aid to Cultural Heritage in Times of Crisis Toolkit:73.
20) Ibid: 69-121.

Bibliography

Canadian Conservation Institute, 2016. The ABC Method: A Risk Management Approach to the Preservation ofCultural Heritage. Ottawa, Canada: Canadian Conservation Institute.
Chan, Emily Y.Y., May P.S. Yeung and Charon T.T. Lo, 2015. Hong Kong’s Emergency and Disaster Response System.
Dorge, V and SL Jones, 1999. Building an Emergency Plan: A Guide for Museums and Other Cultural
Institutions. Los Angeles, The Gerry Conservation Institute.
Harvard FBX, 2016. Disaster Preparedness in Hong Kong: A Scoping Study. Harvard University.
International Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM), 2016.

A Guide to Risk Management of Cultural Heritage. Canada: Canadian Conservation Institute: Canada.
International Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM). 2018.
First Aid to Cultural Heritage in Times of Crisis Handbook. Rome, ICCROM.
International Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM). 2018.
First Aid to Cultural Heritage in Times of Crisis Toolkit. Rome, ICCROM.
Knothe, Florian. “Treasures, Traditions and Transformations: UMAG at Sixty”, in Orientations, 45:2, (March2014), 163-1164.
National Parks Service, 2000 National Parks Museums Handbook, Part I, Chapter 9: Museum Collations Security
and Fire Protection, Washington, D.C.: National Park Service, U.S. Department of the Interior.
Russell, R and K Winkworth, 2009. Significance 2.0: A Guide to Assessing the Significance of Collections.
Adelaide, Collections Council of Australia Ltd.
Sim, Timothy, Dongming Wang and Ziqiang Han, 2018. “Assessing the Disaster Resilience of Megacities:

81

The Case of Hong Kong,” Sustainability, MDPI, Open Access Journal, vol. 10(4), 1-16.

UNESCO, 2010. Managing Disaster Risks for World Heritage. Paris, France: UNESCO.

UNESCO and ICCROM, 2016. Endangered Heritage: Emergency Evacuation of Heritage Collections. Paris,
France: UNESCO.

82

2.7 Disaster risk management for collections in the National Library ofLatvia (Riga, Latvia)
Katrina Kukaine

 g geogr, Development department director
M
The National Library of Latvia

1. Introduction

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

The National Library of Latvia (the NLL) is established in 1919, but the new building is completed in 2014. The building itself is nominated forthe national list of architectural monuments (architecture and design). It contains 4 million
units’ collection, including documentary heritage collections and legal deposit archives. In
the building, the object of the UNESCO Memoryof the World register – the cabinet of folksongs– is located. Infrastructure building contains theservers for keeping digital collection (including
digital heritage and digitally born heritage). As
Fig.1 The National Library of Latvia
Source by Latvijas Nacionālās bibliotēkas Atbalsta biedrība;
for the brand new building, a lot of risks conphoto by Indriķis Stūrmanis
cerning collections are mitigated, especiallyconcerning fire safety and appropriate microclimate and security for collections. Anyway, there always exist risks due to water accidents, the hazard offloods is never evaluated, as well as the disaster response plan for collections safety has never been elaborated.

2. Characteristics of the Area

The NLL is located on the left bank of river Daugava across the Historic centre of Riga – the World Heritagesite – in its buffer zone. There is no active seismic zone, and since the land is flat, there are no landslide
risks. Flood map of the city of Riga shows that the site is near the flood zone but isn’t affected directly. Also
floods hazard maps show a minimum risk to the site because of the location of dam and proper drainage
system. In general, the most significant flood risks for the city of Riga are related to wind surges in the Gulf

Fig.2 Floods risk information system - flooding once 200 years and location of the NLL
Source by http://pludi.meteo.lv/floris/sistema.html

83

of Riga (as opposed to spring floods, rainfall, or melting snow).

Anyway, historically Riga was affected by floods also on the left side of river where the NLL is located, thelatest case was in 19291.

Fig.3 Floods on the left bank of river Daugava in 1924
Source by www.zudusilatvija.lv; the National Library of Latvia

Meteorological observations in recent years indicate more heavy rainfalls and winds caused by climatechange which can cause flooding. And all publicly accessible flood risk assessments are made five to ten
years ago, so there is no actual flood risk assessment available2.

3. Attributes and Values

The main cultural heritage attribute of the NLL is its Collection as a whole, but we can identify the attributes according to priorities: the cabinet of folk songs dated from the 19th century which is inscribed in
the UNESCO Memory of the World Register; Special collection of rarities and manuscripts; collection of theMuseum book history; Special collection of legal deposit archive. Besides, the building itself can be considered as a monument of architectural significance.

Fig.4 The cabinet of folk songs
Source: by author
1284

http://www.videsvestis.lv/riga-un-pludi/

https://www.rdpad.lv/wp-content/uploads/Rigapretpludiem/dokumenti/06riskmanagment.pdf

2.7 Disaster risk management for collections in the National Library of Latvia (Riga, Latvia)

The NLL cultural heritage attributes have a wide range of values: Historic, Educational, Scientific, Artistic,
as well as Symbolic (for example, building itself with its design narrative).

4. Risk Assessment

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Fig.5 Location of attributes in section of the building
Source by the author; architectural drawing by M. Mežulis/ K.Kukainis

Tab. 1 The summary of risks assessment

HAZARD

LIKELIHOODIMPACT

DISASTER RISK

Riga HES dam rupture

1

5

High

Floods from heavy rains, ice melting, storms

3

4

High

Fire during reparation works

3

4

High

Flooding from intern systems

22

MediumFire from electric installation2

2

MediumTerrorism, vandalism/other criminal activities

2

3

MediumTheft/ Looting

1

2

Low

Mold and biodegradation (broken microclimate systems)

1

2

Low

Source: by author

There is a high risk of the breakdown of the Riga hydroelectric dam Similarly, fire during repair may becontrolled by enhanced construction surveillance during works. Therefore, we consider flooding as thehighest risk due to various vulnerabilities and lack of preparedness.

5. Disaster Scenario

The floods caused by heavy rainfall followed by strong winds that outgrew in the storm was chosen as the
scenario of high risk. Strong wind surges coming from the Gulf of Riga (the sea) rapidly raised the waterlevel in the river. 12 hours after the heavy rainfall started and 6 hours after the water level in the river started to rise, the NLL underground floor and ground floor were flooded. From the point of view of endangered attributes, floods affect the restauration centre on the underground floor where manuscripts areundergoing conservation and the museum collection is on the ground floor. The danger is exacerbated bychemical contamination from the restoration centre. On the flooded floors, the microclimate couldchange without immediate action, and the units on the ground floor and the basement have the risk ofmould. In the wider area, surroundings of the NLL could be flooded, and local community from quarters(there are several small two-storey wooden houses) can look for the safe place– the library is the highest
building in the area and located at a higher level.

856. Mitigation Measures

From risks and scenario perspective there are some mitigation measures considered at different levels:from national and city level to building and attributes level. Proposed measures help to mitigate thespread of floods or to minimize their impact on the NLL collections.

Tab. 2 The summary of mitigation measures in case of floods
Description of
Mitigation Measure

Scale ofIntervention

Duration of
implementation

Which hazards are
eliminated, reduced

Who would be involved

Cooperation network for
emergency situations
National level
among cultural heritage
institutions

To be prepared aneffective response in
the case of emergency
Recovery funding

Ministry of Culture, Heritage
institutions (museums,
National archive, NLL),
Mediummunicipality, rescue
services, NGOs

Low

Extra drainage system
for the rain water

City level

Limit floods over a
wider area
Early warning system

The city council, engineers
Mediumand environment specialists

High

Rescue plan for collections

Building level

Reduce impact oncollections

NLL management, alldepartments

Low

Emergency team
Emergency kit
Staff trainings

Site level,
attributes
level

Preparedness for aneffective response in
the case of emergency

NLL management andShortother involved departments medium

Short

Estimated
Cost levelLow –mediumSource: by author

7. Preparedness and Response Measures

The NLL has built an emergency team for rescuing collections in the emergency situation, including teammanager, conservators, suppliers, business continuity managers, communication managers etc.. One ofthe proposed preparedness and response measures are the emergency kits with supplies for first aid torescued collections, especially in the case of water damages. They will be placed in the storage and reading rooms where parts of collection are located.

Fig.6 and 7 Staff training on rescue of wet books and the emergency kit
Source: by author

As part of the response measures, the NLL plans to establish contact lists for an emergency situation – forinternal and external help, including partners and private companies for supplies; floor plans with crucial
information as evacuation routes, fire extinguishers, emergency kits as well as the location of most valuable collections and heritage objects (for example, the cabinet of folk songs). In addition to already existent civil protection plan, the NLL also plans to elaborate a rescue plan for collections with flowcharts of86

2.7 Disaster risk management for collections in the National Library of Latvia (Riga, Latvia)

action in emergency situations.

For recovery, the most important measure is the establishment of the network at the national level: minis-

tries, rescue services, GLAM sector (galleries, libraries, archives and museums), international contacts, andprofessional NGOs.

8. Conclusion

By analyzing the risks and developing possible disaster scenarios, we concluded that in the event of a disaster, the NLL building itself is probably the safest place. Its special layout, where storages are located on
the upper floors, guarantees their safety, and rescue involves “lifting” people, values and services up.
Because the surroundings of the museum are much more dangerous during a wider disaster situation, theNLL premises can be a “safe place” for the local community. Equally important is the awareness of thecommunity’s potential in dealing with emergencies.
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

References
1)
2)
3)
4)

Floods risk information system in Latvia, http://pludi.meteo.lv/floris/sistema.html, accessed
29.10.2021
Latvian National digital library collection of images www.zudusilatvija.lv, accessed 29.10.2021
Bebris R., Rīga un plūdi; Vides vēstis, published 03.04.2015 http://www.videsvestis.lv/riga-un-pludi, accessed 04.11.2021
Flood risk management plan for the city of Riga, project ”Integrated Strategy for Riga City to Adapt to
the Hydrological Processes Intensified by Climate Change Phenomena” No. LIFE08 ENV/LV/000451(PVS ID 2420), https://www.rdpad.lv/wp-content/uploads/Rigapretpludiem/dokumenti/06riskmanagment.pdf , accessed 04.11.2021

87

2.8 Disaster Risk Management Plan for the World Heritage Property of
The Historic Center of Urbino
Luana Alessandrini rchitect, Municipality of Urbino Sector World Heritage Office - Urban Decorum
A
Urban Hygiene - Community Policies

1. Introduction

Urbino is located in the region of Marche, in central Italy and in the central Apennines, at an altitude of
485 metres above the sea level. With a size of over 220 km2, the municipality is home to just under 14,000
residents. In addition Urbino is also home to approximately 15,000 university students. Urbino represents
a pinnacle of Renaissance art and architecture, harmoniously adapted to its physical site and to its medieval precursor in an exceptional manner. The historic centre is defined by its Renaissance walls that survive
virtually intact, complete with bastions. Within these walls, several buildings of extraordinary quality havebeen retained such as the Ducal Palace, the cathedral, the Monastery of Santa Chiara and a complex system of oratories.

During the Renaissance era, Urbino became, for a short time, one of the major cultural centres of Europe.
During the 15th century, it attracted artists and scholars from all over Italy and beyond which, in turn, influenced cultural developments elsewhere in Europe. Between 1444 and 1482, Federico da Montefeltro
ruled in Urbino and his court brought together some of the era’s leaders: artists such as Luciano Laurana,
Francesco di Giorgio Martini, Paolo Uccello, Piero della Francesca and Ambrogio Barocci; humanists of thetime such as Leone Battista Alberti, Marsilio Ficino, and Giovanni Bessarione and mathematicians like Paulvan Middelburg. These men created and implemented outstanding cultural and urban projects and thiscultural climate made it possible for Raffaello, Donato Bramante, and the mathematician Luca Pacioli toflourish in their own art and science.
(1.1) Inscribed area and buffer zone
The Historic Centre of Urbino has been inscribed in the UNESCO World Heritage List in the 22nd session of
the World Heritage Committee held in Tokyo, November 30 - December 5, 1998, on the basis of the following selection criteria established by the World Heritage Committee:
Criterion (ii) To exhibit an important interchange of human values, over a span of time or within a culturalarea of the world, on developments in architecture or technology, monumental arts, town planning or
landscape design;“During its short cultural pre-eminence, Urbino attracted some of the most outstanding humanist scholars andartists of the Renaissance, who created there an exceptional urban complex of remarkable homogeneity, the influence of which was carried far into the rest of Europe.”
Criterion (iv) To be an outstanding example of a type of building, architectural or technological ensembleor landscape which illustrates (a) significant stage(s) in human history;“Urbino represents a pinnacle of Renaissance art and architecture, harmoniously adapted to its physical site andto its medieval precursor in an exceptional manner”1).

The area inscribed in the World Heritage List corresponds to the Historic Centre of Urbino, limited by thecity walls attributed to Gian Battista Comandino. The buffer zone was widened defined during the inscription and include the area classified as “Urban Park” in the Master Plan regulations approved in 1997 by the
Municipality. This area extends to the first circle of hills surrounding the historic city and its modern periphery and covers the non urbanized external areas as greens with different components. It includes also
the second and third level zones that form the panoramic background seen from the Historic Centre. They88

2.8 Disaster Risk Management Plan for the World Heritage Property of The Historic Center of Urbino

are the hills of the “Urban Park”; the “Scientific Park”, the ridge of which limits the southern horizon of

Urbino; the “Panoramic Scenery of Maciolla and Rancitella” with the system of ridges closing the westernhorizon towards the “ Alpe della Luna”, the “Sassi Simone and Simoncello” and the “eastern part of the
Cesane Park” which delimitates the eastern horizon towards the State parks of the Cesane massif2).

Fig.1 W orld heritage property historic
center of Urbino Inscribed area and buffer zone

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Fig.2 World heritage property of
the historic center of
Urbino - Inscribed area andprotection views

Fig. 3 One of the views from Urbino: the buffer zone(1.2) Attributes and Value
The Historic Center of Urbino appears as a continuous and concentrated space of the highest value defined today, as it has been for many centuries, by the renaissance walls. Within these walls, a significant
number of buildings from that era survive.
The authenticity of the Historic Centre of Urbino is high as it has retained much of its urban form in termsof street layout within the renaissance walls. As a result, it has preserved its spatial characteristics and volumes and decorative features dating back to the older mediaeval layout, with its narrow streets, as well as
to the subsequent Renaissance additions. Even the interventions from the 18th and 19th centuries left theRenaissance layout almost completely untouched. The building of a new theatre, designed by Vincenzo Ghinelli

89situated beside Francesco di Giorgio’s tower, was compatible in style and proportions with its neighbours.

Moreover, it has preserved its authenticity through the use of traditional and historical techniques andbuilding materials in the maintenance and restoration work on buildings and in the public areas of thehistoric centre, preserving the formal characteristics, types and dimensions of the existing architecture.

The interventions in the town planning have never transformed the older constructions, perfectly complying with the urban landscape and the morphological conformation of the site3).

Fig. 4 World heritage property historic center of Urbino - Inscribed area and photographics views

The main attributes of the World Heritage Property Historic Center of Urbino are the following: renaissance urban complex of remarkable homogeneity and harmoniously suited to the morphology of the territory and to the pre-existing medieval structures; integrity of the Renaissance walls and relative bastions;architectural significance of the renaissance city, represented by its main monumental buildings of extraordinary quality and related collections: Palazzo Ducale and other city complexes including theMonastery of Santa Chiara and the system of oratories; Palazzo Ducale as a symbol of the Renaissance, patronage and cultural avant-garde of Urbino; spatial and volumetric unchanged characteristics of the medieval urban structure (narrow alleys and piole); urban planning and building interventions dating back to
the 18th and 19th centuries, implemented in the pre-existing historic fabric, such as Vincenzo Ghinelli’s
theater, compatible in style and form with the surrounding buildings; use of traditional techniques and90

2.8 Disaster Risk Management Plan for the World Heritage Property of The Historic Center of Urbino

materials in restoration interventions; protection and enhancement of the quality of the landscape and its
peculiarities, of the Buffer Zone and of the Renaissance skyline.

The main strengths of the site are strongly linked to its rich cultural heritage and unique geographical position: built heritage including monuments; urban identity; views; parks; agricultural landscape; traditionaland organic agricultural practices and traditional crafts4).

2. The connections between the Management Plan and the Disaster Risk
Management Plan of the World Heritage Property Historic Center of Urbino

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

The Municipality of Urbino is currently working on updating the Management Plan of The World Heritage
Property. The scope is to preserve and enhance the Outstanding Universal Value of the property, raiseawareness about the site’s cultural values, integrate cultural heritage in the overall vision for the city andcollaboratively design a path forward with the local communities. The aim is to protect the attributes andthe strengths, promote a sustainable and inclusive cultural and natural heritage, reduce the environmental impact of the city and promote sustainable local development. The project is on local scale, but is involving the stakeholders from the city, the buffer zone, the municipality and beyond, outside the municipal perimeter, up to the territorial scale.
The Management Plan of The World Heritage Property will also use the approach of the Historic Urban
Recommendation on the identification and protection of the historical layers of the city, and the integration of heritage conservation with short- and long-term urban development policies5).
The update of the Plan will include the Urbino Climate Change Adaptation and Mitigation Plan (SECAP –Sustainable Energy and Climate Action Plan) approved by Municipality and submitted and validated by
the EU Covenant of Mayors and the Disaster Risk Management Plan. The Disaster Risk Management Planin turn will include within the risk management system provided by Italian legislation: Civil Protection Plan
which analyzes the risk sectors related to hydrogeological (floods, landslides), seismic, forest fires, extreme
snow, industrial sectors and pandemic sectors and the Municipal Snow plan.

3. Risk Analysis: key hazards, vulnerabilities, potential impacts and the restricteddisaster scenario - the process of developing the Disaster Risk Management PlanThanks to the intensive work carried out within the International Training Course (ITC) on Disaster Risk
Management of Cultural Heritage, the Disaster Risk Management Plan will be updated and risk analysis forthe entire city will be undertaken. The method applied during ITC Course in a restricted area of the city(chosen in the top of the hill, as a richer monumental area and difficult to access) will in fact be applied tothe entire Historic Center. In future development of the Management Plan, this method will be developed
and applied also in the buffer zone.
The analysis and studies developed during the course allowed us to examine and collect more data about
the city from various departments. These included the assets of high cultural value indicated in the
Regional and Municipal Information System of Cultural Heritage; the access and exit system of the city;
mapping of hazards in the hydrogeological Plan (landslides and floods) and the Civil Protection Plan(earthquake, seismic microzonations and emergency limit conditions); the hazards related to Climate
Change defined in the SECAP – Sustainable Energy and Climate Action Plan related to cultural heritage(meteorological drought, intense rainfall, superficial recession of materials and touristic comfort index),
environmental protection and forest fires (trigger and climatic factors), meteorological drought, critical infrastructure and hydrogeological risk; water pollution; historical fires; Municipal snow plan; hydrants andthe water resource; the defibrillations point.

91Fig. 5-6-7-8 Overview of restricted disaster scenario defined during ITC course

922.8 Disaster Risk Management Plan for the World Heritage Property of The Historic Center of Urbino

At the end, the city was able to link hazards and vulnerabilities with the values of the World Heritage

Property and also to define the disaster scenario in the chosen area and prioritise the movable and immovable heritage in the risk scenario and verify the priority evacuation (linked with saving peoples’ lives
and heritage value).

4. Mitigation measures and pilot project: The transition from the Disaster Scenario
to the real application of disaster risk reduction measures in the Historic Centerand future application to the buffer zone

During the ITC Course, a check list of the existing mitigation systems in the Historic Center was developed
and meetings were initiated with the various existing and potential stakeholders to be involved in theconcrete development of Disaster Risk Management Plan.
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

The development of disaster risk scenario of the chosen area has allowed the city to define the first hypothesis of mitigation measures, to be applied not only to the scenario in the chosen area, but also to theentire Historic Center. These measures were divided into structural and non structural measure and classified in accordance with the type and time of application; the hazards, risks and vulnerabilities; the affected
attributes; the impact levels; the stakeholders involved and the costs.
Based on the case study project undertaken during ITC, Urbino can now apply the method and the acquired knowledge and various mitigation measures to the entire Historic Center as part of the Disaster
Risk Management Plan. In the next year, the municipality will involve all the institutional actors in the development of the Disaster Risk Management Plan. Urbino will therefore have to further share the activities
and the actions developed during the ITC Course; structural and non structural mitigation measures
drawn up and define a list of concrete actions and relative implementation timelines to mitigate the risk inthe Historic Center in agreement with all the subject involved.
Based on this experience, the same line of action can be developed for the buffer zone and then applied
to the environmental context of the City, characterized by natural green areas.

Fig. 9 Development lines defined during ITC course

93References
1)

The criteria for the inscription of the Historic Centre of Urbino are also available at the following links:
http://whc.unesco.org/en/list/828

http://www.sitiunesco.it/urbino-il-centro-storico.html
2)
3)
4)

5)

http://www.rivistasitiunesco.it/sito.php?id_sito=30

World Heritage Property Historic Center of Urbino Management Plan 2013.12.03
Retrospective Statement of Outstanding Universal Value Historic Centre of Urbino (Italy, 828)
World Heritage Cities Programme - examples of management practices, events, and activities related
to World Heritage and historic cities. The collected case studies: https://whc.unesco.org/en/canopy/
urbino/World Heritage Cities Programme: https://whc.unesco.org/en/canopy/urbino/

Note:

The source of all the figures and tables is from author, municipaliry of Urbino.

94

2.9 Fort Jesus World Heritage Site – Mombasa, Kenya
Raphael Shem Igombo ead of Education and Public programs
H
Fort Jesus, National museums of Kenya
Mombasa, Kenya.

Introduction

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

In recent years there have been frequent reports of large-scale disasters across the world. In addition tocausing enormous loss of life and property, these disasters have caused widespread damage to the cultural heritage in many countries. Kenya like many other countries in the world is experiencing an increase in
the frequency and severity of disasters. The potential losses due to disasters are set to increase as the impact of climate change continues to unfold. The most common disasters in Kenya include but are not limited to drought, floods, an outbreak of diseases, and the most recent threat of terrorism. These have had
adverse effects on the communities, the economy, infrastructure, and the environment, as well as potentially on the cultural heritage of our nation.

It is essential to take proactive measures to reduce risks to cultural heritage from these catastrophic events
through adequate mitigation and preparedness. Thus, developing a disaster risk management strategy forcultural heritage is of paramount importance within the overall planning and management frameworks.
The ITC training course thatparticipants were involved in for seven weeks online has really informed me of
the best way to mitigate the issue of risks that loom in our cultural heritage sites in the world.
Disaster Management is a continuous and integrated multi-sectoral and multi-disciplinary process of planning and implementation of measures aimed at Disaster prevention – mitigation, preparedness, response,
recovery, and rehabilitation (Knysna Municipality, Disaster Management Act 2007)

95

The Disaster Management Plan ensures preparedness and effective response by the Fort Jesus manage-

ment in particular, and National Museums of Kenya in general, in the event of a disaster. Comprehensive
disaster risk management plans need to be formulated based on the specific characteristics of cultural

heritage and the nature of hazards within a regional context. These plans should take into account the

principles of risk management, response to historic, aesthetic, and other values of cultural heritage, and, atthe same time, address greater urban development challenges.

In the case of Fort Jesus world heritage site, there is a need for a plan because currently there does not exist any. My initiatives will be to ensure the required steps to be in place because Disaster Risk Management
is and will always be everybody’s business on the site. (Fort Jesus is located in the city of Mombasa on the
East coast of Kenya. It is located between latitude 3 S 55° - 4 S 10° and Longitude 39 E 35° - 39 E 45°)

Historical background of Fort Jesus

Fort Jesus, Mombasa is located in the city of Mombasa on the east coast of Kenya. Mombasa is one of theoldest port cities on the coast of East Africa and was re-known for its beautiful architecture as recorded by
the great Arab traveler Ibn Battuta in 1331 A D. Located in the middle of the western Indian sea coast,
Mombasa occupied a strategic location as trade and military matters were concerned in the western
Indian Ocean. It became a major trade port used by traders from Asia, Arabia, and the East for exotic andother goods. Mombasa, therefore, attracted the attention of powers that wanted to have a share of the
Indian Ocean trade and the Portuguese were not an exception. To control this part of the world and thetrade routes to Asia, they decided to build a fort in Mombasa.
The East African Coast between Somalia and Mozambique had for centuries been inhabited by people ofvarious backgrounds. Most of the Bantu-speaking groups that arrived in the area between A.D. 500 and
800 have come from the south. By about A.D. 1000, they had been joined by Arabs who came from Asia tosettle along with the coastal areas of East Africa. Independent city-states such as Lamu, Mombasa, Malindi,
Pemba, Kilwa, and Zanzibar flourished along the coast. These Coastal settlements traded in gold, silk, ivo-

96

2.9 Fort Jesus World Heritage Site – Mombasa, Kenyary, and skins with traders from as far as Persia, Arabia, Syria, India, and even China. Some of the settlements
grew more powerful than others.

The difference in wealth and the resultant competition for control of the trade led to rivalries and evenwars. For a long time, Kilwa was the most important and most prosperous settlement on the coast.

However, by 1490, its prosperity had begun to decline and was slowly giving way to Mombasa. Mombasa
was founded about the same time as a rival settlement of Malindi, further north and prosperity of
Mombasa brought fierce rivalries between it and city-states including Malindi, Lamu, and Pate.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Before the coming of the Portuguese however, a number of foreigners had entrenched themselves at thecoast and were actively involved with the local people in the trans-Indian Ocean trade. The Portuguese
had to break into the market and compete with these already established groups such as the Oman Arabs.
This involved confrontations and ruthless takeovers of towns such as Mombasa and Kilwa that offeredopen resentment and unwillingness to pay tribute to Portugal. By 1509, the Portuguese had managed totake control of the area between Sofala, in Mozambique in the south and Socrata in the northern part of
the East African coast.
In order to consolidate their hold on the coast, the Portuguese Captain to the Coast, Mateus Mendes deVasconcelos, then based at Malindi, was instructed to take his fleet to Mombasa and build a fortress.
Initially Portuguese recaptured Ras Serani Fort rehabilitated it and renamed it Fort St. Joseph but this was
not strategically positioned in relation to the harbour. Therefore in 1593, the Portuguese began to build afortress in Mombasa at its present location that was to be called Fort Jesus, Mombasa. Fort Jesus,
Mombasa became the new Portuguese Headquarters on the East African Coast and had a permanent garrison of a hundred soldiers.
Towards the end of the 16th century, English and Dutch joined the competition for control of the Indian
Ocean trade. The Portuguese with limited men and ships began to find it impossible to keep a check on
their Arab and Turkish enemies while at the same time having to watch for rival English and Dutch ships.
The defeat of the Portuguese left the Omani Arabs in charge of the coastal settlements until the area wascolonized by the British in 1885. Once under British rule, the fort was used as a prison until 1958 when it
was declared a National Park, subsequently becoming a national monument and a museum. It still serves
this function to date.

Disaster risk management plan for the Fort Jesus

Objectives
The general purpose of this risk management plan is to identify potential risks to the property before theyoccur so that risk-handling activities are planned and invoked as needed across the life of the product or
project so as to mitigate adverse impacts on the property.
Effective risk management includes early and aggressive risk identification through the collaboration andinvolvement of relevant stakeholders. Strong leadership across all relevant stakeholders is needed to establish an environment for the free and open disclosure and discussion of risk.
Specific objectives are:
1. To identify and prioritize potential risk events in and around Fort Jesus
2. To provide guidance towards rapid and timely disaster prevention, preparedness, response, and recovery

97

1. To identify and prioritize potential risk events in and around Fort Jesus
2. To provide guidance towards rapid and timely disaster prevention, preparedness,
response, and recovery
3. The Plan will be a guide in planning for other World heritage sites in the Coastal andothers ones in Kenya.
3. The Plan will be a guide in planning for other World heritage sites in the Coastal and others ones in Kenya.
4. To enhance the capacity of the Fort Jesus management to take precautionary measures
4. To enhance the capacity of the Fort Jesus management to take precautionary measures and to reand to reduce the impact of the disaster if and when they occur.
theDisaster
impact ofthe disasterPlan
if andshallwhen
5.duceThe
Management
betheyusedoccur.
as a source of information to guide other
5. Thestakeholders
Disaster Management
Plan shall be used as a source of information to guide other stakeholders inin similar situations.
similar situations.

Assessment and Values of the Sites Attributes
Assessment and Values of the Sites Attributes
At thetheFortFortJesus
Jesus
World
heritage
mostofSites
its Sites
attributes
and Values
are mainly Historical,
AtWorld
heritage
site,site,
mostof itsattributes
and Values
are mainly
Aesthetical,
andArchitectural.
Few
sites
attributes
areCommercial,Social,andArtistic
Historical, Aesthetical, and Architectural. Few sites attributes are Commercial, Social, andwhich does notcontribute
much
tonot
the contributesites.
Artisticwhich
doesmuch to the sites.

VALUES ASSEMENT
3.5
3
2.5
VALUES

2

3

3

2

3

2

3

3

2

2

1.5

1

1

2

2

2

3

2
HISTORICALAETHETICALARCHITECTURAL

0.5

0

0

COMMERCIAL
ARTISTIC
SOCIALATTRIBUTES

Threats/Hazards
Threats/ hazards (catastrophic and slow) are the physical, social, attitudinal vulnerabilities as well as theThreats/Hazards
capacities and strengths:
Threats/hazards(catastrophic
and slow)
the physical, social, attitudinal vulnerabilities as
The following
is thelist of the threats
andarehazards:

well as the capacities and strengths:• Sea Rise/erosion and Strong winds• Climate change• Fire• Terrorism• Collapsing of Buildings (Old Town)• Floods• Ethnic Violence• Mass tourism

4

Worst Case Scenario
In this case study, fire is the worst case scenario for the site because there is no plan in the case of Fire. A
restaurant now operates in the fort with a kitchen inside which uses gas for food preparation. The possibility of starting a fire is too high because of the wooden items and thatched roof entrance at the ticket
stamping area which is inflammable.
The other fire risk is from the night sound and light show (Fort Jesus enchanting experience show) thatstarts at 6:30 pm when all the staff have left the fort and remain a few security officers to man the gates.
The climax of the show is fireworks that are planted outside the fort but some are also placed on the walls

982.9 Fort Jesus World Heritage Site – Mombasa, Kenyaof the fort. A 100 KV generator is used for the powering of the lesser lights projection and is also situatedin the fort just nearby the restaurant. This is also a risk in case it explodes and causes panic among visitorsand staff in the Fort.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

The sound and light show climax is the fireworks and the show is powered by a generator.
Emergency preparedness measures
The evacuation plan would be the exit after the passage of the arches which leads to the football pitch
overlooking the sea. Visitors and staffs can be assembled at the pitch awaiting more instruction for evacuation to a safer place. The objects from the main gallery and the Omani house shall be assembled at the
courtyard just in front of the main gallery and the Mazrui hall that also has objects displayed. This is an
open area which will allow proper movement of the objects to a safer room outside the fort. The conservation store is in a basement under the administration office and can also be used to secure objects fromthe Galleries due to its locality in the event of a fire. There is only one entrance to the Fort hence the needto open up the blocked passages.

Emergency exit
to the field

The playing field can be very safe for evacuation and the open courtyard would ideal for objects before
they are taken to the conservation store in the post-recovery measures.

99

Conclusion:

The short Paper has outlined the steps I would take for risk assessment in our cultural sites similar to Fort

Jesus and other important structures in the town. The methodology is key in terms of reducing and pre-paring for any hazards that might happen in the cultural heritage site. Considering the complexity of heritage sites both in terms of their values and their qualifiers (authenticity and integrity) this is a very important task though quite challenging.

It is quite important that we develop a practical tool that can be used in analyzing and assessing the probability of risks and prioritizing risk mitigation measures especially taking into account costing factors versus benefits.

Acknowledgement

I wish to acknowledge the knowledge and skills that I have acquired in the training and thank the ITC
training team of lecturers and my colleague participants for motivation. I also thank my family and my organization for allowing me time to undergo the training with ease. I also acknowledge my mentor who
made me understand a lot of aspects of the course. We thank god for his mighty strength and love.

References:
1)
2)
3)
4)

100

Kirkman, J (1974): Fort Jesus A Portuguese Fortress on the East African Coast. Oxford University Press
Republic of Kenya (2011); Fort Jesus Nomination Dossier. Fort Jesus, Mombasa
Knysna Municipality, Disaster Management Act 2007
American Institute of conservation of historic and Artistic works (AIC), commentary 20: preventive
conservation , commentaries to guidelines for the practice of the AIC; http://aic/stanford.edu

2.10 Disaster Risk Management Case Study for the Heritage Town ofTaal, Batangas – Philippines
Richard Hael – BAULA

 onservator, Materials Research Conservation DivisionC
National Historical Commission of the Philippines

1. INTRODUCTION

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

The Philippines is located in the Southeast Asian region: facing the vast Pacific Ocean with no natural barriers from typhoons and tsunamis, it is also located within the Pacific Ring of Fire, an area with active
trenches and volcanoes. South of the capital Manila around 115 km is the historic and culturally significant
town of Taal in the province of Batangas. It has a population of 56,327 from the 2015 survey, with equal
distribution of males and females. The population is concentrated at the town center, while the rest is distributed on fertile land depending on the livelihood of fishing, farming, and backyard industries. Tourism
and related activities are the main sources of revenue of the town.

Fig. 1 Town of Taal, Batangas
Source: https://taal.ph/history-culture/

The historical town center has a dense concentration of ancestral houses exhibiting colonial Spanish andAmerican Periodstyles of architecture and has an area of only about 32 hectares. The town was once nominated in UNESCO World Heritage List in 1987 although it has yet to achieve that distinction. The houses
are located within a designated Heritage Zone, with core and buffer zone, and were consequently declared a National Historic Landmark in 1987 and protected by the state laws to help strengthen the preservation and protection of the town. Two main cultural agencies of the country were mandated by the government to continually mark, recognize, maintain, protect and preserve these assets: the National Museumof the Philippines and the National Historical Commission of the Philippines.

2. HERITAGE ATTRIBUTES AND VALUES

Outstanding Universal Values
In a cultural mapping done in the town, there exist a total of 142 old ancestral houses with outstanding
value historically, architecturally, culturally, among others. Most of these houses are in excellent condition,with some adaptively reused as commercial establishments, hotels or inns, museums, or government offices. Eleven of these structures were marked as National Historic Landmark, Monument, or Important
Cultural Properties. Six main attributes are synonymous with the town:

101

Fig. 2 Location of Taal in the Philippines
Source: Google Earth

1. Taal is the hometown of prominent historical personages who have contributed to the enrichment ofPhilippine cultural, political, social, and historical legacy;
2. Aside from historical significance, the town also reflects architectural importance, with houses depicting local aesthetic values of their builders and owners;
3. Taal has retained its colonial-era ambiance, with old houses and churches still well-preserved after
centuries of existence and need to be safeguarded and preserved for the promotion of Filipino culture and history, as well as tourism;
4. The unique architectural features of Taal houses have been adapted by designers and builders, andtransported to other provinces in the Philippines, and thereby making a significant contribution to
the “bahay na bato”1 architecture in the Philippines;
5. The magnificent church of Taal, known as the Basilica of St. Martin of Tours, is the largest Catholic
church in Asia, which has withstood time and the elements for more than a century. It also reflects thereligiosity of the people that serve as a cohesive soul of the town and a known pilgrim site.
6. Taal is well-known for its indigenous and traditional home industries including “Barong Tagalog”2
makings and embroidery, metal crafts, and local delicacies which have made the town famous andtourism-magnet.

The town of Taal, because of its uniqueness in physical, historical, and cultural attributes, is outstanding
among typical Philippine towns. A resolution declaring a portion of Taal into a National Historic Landmark
by the government is complemented with the set of rules and regulations which govern the exercise ofplanning, restoration, and regulatory functions in its preservation.
Today, this set of policies are further
strengthened with the passage ofRepublic Act No. 10066 or the
National Cultural Heritage Act of2009 and consequently, the local
government of Taal adoptedly
passed a municipal ordinance in accordance with it.
Fig. 3 Vicinity map of the heritage center/town of Taal
Source: by the Author

102

the
set of rules and regulations which governtheexerciseofplanning,
restoration, and regulatory
Disastercenter/town
Risk Management
Fig. 3 Vicinity map of 2.10
the heritageof TaalCase Study for the Heritage Town of Taal, Batangas – Philippinesfunctions in its
preservation.
Today,
thissetofpoliciesarefurtherstrengthened
with the passage ofSource: by the Author
Republic Act No. 10066 or the National Cultural Heritage Act of 2009 and consequently, the local
government of TaalTab.
adoptedly
passeda municipal ordinance in accordance with it.
1 Attributes
and Values

3. RISKS ANALYSIS

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Tab. 1 Attributes and Values

Fig. 4 Ancestral “bahay na bato”,
houses typical in Taal
Fig. 4NAncestral“bahay na bato”,
Source:ational HistoricalhousestypicalinPhilippines
Taal
Commission of the

Source: National Historical
Commission of the Philippines

One of theANALYSIS
many hazards that challenge the town of Taal is its
3. RISKS

proximity to one of the most active volcanoes in the country,
which is its namesake, Taal Volcano. The whole town had alreadyrelocated thrice since its foundation mainly due to volcanic activity and the risks that come with it. The present town of Taal is
now located further from the lake but is not necessarily safe
since it is still within the 17-km radius ‘danger zone’. Volcanic
earthquake, ash/tephra fall, at times very dense, and base surge
are major hazards that the town faces whenever the volcano become restive. Landslide and ground deformation including fissuring and subsidence are hazards indirectly associated with a
volcanic eruption. On a very regular basis, flooding in area relaFig. 5 Relocation of various towns aroundtive to sea and frequency of destructive typhoons are also of mathe periphery of Taal volcano
jor concern. Aside from natural hazards, human-induced activiSource: The Mysteries of Taal by Thomasties left unmonitored could lead to disasters. The vulnerabilities
Hargroveof structures to fire, thief or burglary, lack of maintenance, andnegative impact of urban developments are some of the ever-present threats that needed to be addressed.
Tab. 2 Rainfall data graph of Southern Luzon, PH

Source: https://www.timeanddate.com/weather/@7521303/climate

103Fig. 6 Micro-hazard zonation maps
Source: UN OCHA, PHIVOLCS, Mines and Geosciences Bureau-PH(1) Worst Case Scenario
Taal volcano had erupted 42 times since
first documented in 1572. The historical
record shows activity characterized a mild
phreatomagmatic eruption to very violent,
full-scale intensity that can destroy structures and bury the whole town in ash andstone. One particular year is 1574, whenthe volcanic eruption activity lasted for 6
months, displacing several towns, includFig. 7 Worst case scenario in the event of a volcanic eruption
ing Taal. One of the most violent and deSource: by the Author
structive is 1911 where almost 1,400 diedin a matter of days of continued activities.
In the 1965 eruption, million cubic meters of materials were expelled, blanketing towns in thick meters ofash. The most recent activities happened in January 2020 (right before the worldwide pandemic crisis)
and in the middle of 2021, from which the worst-case scenario of a volcanic eruption was drawn.

Tab. 3 Risk matrix
Tab. 4 Historical eruption of Taal Volcano

1042.10 Disaster Risk Management Case Study for the Heritage Town of Taal, Batangas – Philippines(2) Inter-Relationships Between Hazards/Threats, Vulnerabilities and Impacts

In risk analysis with information gathered from hazard maps from government agencies, literature, interviews, written histories, and documents, volcanic eruption and its resulting consequences stood out as

the primary hazard to the town. Although not directly vulnerable to eruption, earthquake, fire, and ash fall
are the hazards that have a direct impact especially on the social and economic aspect. Further complica-

tions may have a greater result if it is complemented with the effects from secondary hazards like typhoon, which has become stronger in intensities in recent years.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Under the circumstance of a raised alert level on the volcano, the town of Taal immediately became under
the danger zone limit. Whenever this happened, all aspects of human life and activities halt, and everyone
is mandatorily evacuated. People are moved out for safety and their very means of livelihood, and even
their homes and properties became imperil. In the aspect of heritage properties, it became subject to agreater risk of destruction by the primary and secondary impacts of volcanic activities.
Tab. 5 Hazards, Vulnerabilities and Impacts Analysis

4. MITIGATION MEASURES

Mitigating measures were grouped into three: Strategic/Institutional, Technical, and Management/
Planning. This would fan out into different mitigation measures that will strengthen the sector of cultural
heritage, the cultural institutions down to grassroots like owners and museums, by carrying out platforms
Tab. 6 Mitigation Measures105Fig. 8 Mapping stakeholders and actors
Source: by the Author

and innovations in policies, management, and planning, monitoring and maintenance, technical aspects
such as conservation works, documentation, capacity building in terms of training workshops, hazard
drills and awareness and public consultation and networking.

5. EMERGENCY PREPAREDNESS AND RESPONSE• Emergency stabilization of structure to ensure the safety of users and workers and of the building itself.
•D evelopment of master plan that provides programs and projects aimed at recovery. It should be adapted to the availability of existing facilities and resources (traditional and contemporary, including materials available on the market, skills of local workers, local building techniques, among others).
•P ermanent maintenance which is essential for the long life, and function of the structure and collections
that are housed within. This includes staff training, suitable equipment, and appropriate method andmaterials with the application of conservation principles.
With these priorities, the guidelines for actions plans will be laid out for the short, medium, and long term.
Among these are:Short:⃝Damage assessment and mapping of structure
and objects⃝Evaluate the condition of cultural properties⃝Restore utilities⃝Conduct post-disaster evacuation⃝E ngage and coordinate stakeholders, volunteers, cultural workers
Medium⃝Set up linkages⃝Capability building on conservation works⃝Promote DRM concept, especially on prevention,
mitigation, preparedness and emergency response⃝Fundraising and community involvement
Long
Fig. 9 Evacuation plan
⃝Integrate DRM in policymaking
Source: by the Author⃝Monitor and assess plan on a regular basis

1062.10 Disaster Risk Management Case Study for the Heritage Town of Taal, Batangas – Philippines

6. CONCLUSIONThe State passed in 2009 a law that helps the government in setting guidelines and policies for identifica-tion, recognition, preservation and conservation of the various historic sites and structures in thePhilippines to effectively implement Republic Act No. 10066 or the National Cultural Heritage Act of 2009.

On the other hand, in 2010, the National Disaster Risk Reduction and Management Law was also passed,

strengthening the framework for National DRRM Plan. The Plan for 2020-2030 is said to be more inclusiveof all stakeholders and actors, including the sector of cultural heritage. With this, establishing important
linkages with stakeholders is vital as all plans relative to disaster risk management need to be properly coordinated and integrated within various stakeholders and actors at every level possible. This includes, but
is not limited to, government agencies responsible for civil and property protection, cultural agencies,
non-government organizations, and private owners, as well as international organizations.
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

The concept of disaster risk management in the context of cultural heritage and vice versa is relatively
new, yet the need to have a comprehensive and inclusive plan of the integration of the two is now widely
recognized and accepted. Culture and heritage represent the national patrimony of the nation, and its
very soul and its preservation and care lie in the hands of every citizen of the country. This can be done
through community-based DRM planning, backed with evidence-based and progressive vulnerability reduction strategies and aligned with the sustainable development agenda of the country.

ACKNOWLEDGMENT

Acknowledgment is extended to my colleagues in the National Historical Commission of the Philippines
especially to the Materials Research Conservation Division, the Historic Preservation Division, and theSerafin D. Quiason Resource Center from where much of the resources in this study came from. I would
also like to thank our curators and guides in the two museums located in the town of Taal, Batangas forhelping me get linked with resource persons. Finally, I humbly thank everyone from this Course: participants, presenters/lecturers, mentors, and organizers for the wonderful one and a half month that we are
together, appreciating the learnings, recognizing the challenges, and sharing experiences from different
perspectives and different countries around the world.

REFERENCES
1)
2)
3)

https://taal.ph/history-culture/ [ACCESSED 18 August 2021]
https://www.britannica.com/event/Laws-of-the-Indies [ACCESSED 6 September 2021]
https://reliefweb.int/sites/reliefweb.int/files/resources/OCHA-PHL-TaalVolcanoEruptionSnapshot-200124.pdf [ACCESSED 8 September 2021]
4) Nomination of Taal and Vigan in the World Heritage List, National Historical Institute 19875) https://www.phivolcs.dost.gov.ph/index.php/volcano-hazard/volcano-alert-level/ [ACCESSED 10
September 2021]
6) https://www.officialgazette.gov.ph/laginghanda/dagling-paliwanag-ano-ang-state-of-calamity/[ACCESSED 15 September 2021]
7) Report on the Preventive Evacuation of Museum Collections in Taal, Batangas, Materials ResearchConservation Division - National Historical Commission of the Philippines, February 4, 20208) http://research.lpubatangas.edu.ph/wp-content/uploads/2014/08/JTHR-Trend-of-Tourist-Arrival.pdf[ACCESSED 15 September 2021], The Trend of Tourist Arrival in Taal from		a. 2008 – 2012, Kimberly D. Bugay, Gea Monica M. Cilindro, Haya C. De Castro, Sherilyn M. Lama &Ma. Nina M. Matibag9) Hargrove, Thomas R. 1991. The Mysteries of Taal: A Philippine volcano and lake, her sea life and lost
towns. Bookmark Publishing. Makati, Metro Manila

10710) Guidelines, Policies and Standards for the Conservation and Development of Historic Centers/
Heritage Zones, National Historical Commission of the Philippines

11) National Historical Commission of the Philippines Annual Report 201312) National Historical Commission of the Philippines Annual Report 201413) National Historical Commission of the Philippines Annual Report 201514) https://www.phivolcs.dost.gov.ph/index.php/volcano-hazard/volcano-alert-level [ACCESSED 18
September 2021]
15) https://www.officialgazette.gov.ph/laginghanda/dagling-paliwanag-ano-ang-state-of-calamity/[ACCESSED 18 September 2021]
16) International Experts’ Conference on the Restoration of Selected Heritage Structures in Cebu andBohol 17-20 November 201417) National Risk Reduction and Management Plan 2020-2030, National Disaster Risk Reduction andManagement Council (NDRRMC)
Notes:
1

2
3

108

 ouse typical of stone/clay brick and plaster materials for lower floor and wood for second floor, withH
clay roof.
Made from finest plant fibers, meticulously handcrafted and considered to be a national dress
Smallest unit of government

2.11 Disaster Risk Management Draft Plan for the Historic Core of Split
with Diocletian’s Palace
Vinka Marinković

Conservator-restorer, Croatian Conservation Institute

1. Introduction

Located on the Adriatic coast, on a peninsula covering an area of about 79km2, the city of Split is the second-largest city in Croatia and, according to the 2011 census, home to 178,192 people (the population
density of its inhabited area is 2,255 people per km2). Historically, the economy of the city and the sur-rounding area were based on agriculture, fishing industry, trade, extraction of stone, and masonry. At theend of the 19th century and in the 20th century, there was a booming shipbuilding and cement industry.

Fig.1 Diocletian’s palace, present state
Source: Ivo Pervan

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Unfortunately, in the last couple of decades, all of these activities and industries have been in the decline,
while tourism has become the main engine for the regional economy.

Fig. 2 Diocletian’s palace, reconstruction of original state
Source: E. Hèbrard (1912)

The city of Split is an important heritage area, with several intertwining historic and urban layers whichmake it a complex site of outstanding importance. In 1979, the historic core of the city with Emperor
Diocletian’s palace was inscribed on the UNESCO World Heritage List.
The focus of the present short study, whose goal is to create a framework DRM plan for the historic centreof Split, is on its oldest part – the area occupied by the former Diocletian’s palace1), as it is the city’s most

exposed and vulnerable section. Namely, the majority of buildings in the palace are historic structures
which are not earthquake resistant. Also, we are talking about a very small area with a high concentrationof cultural heritage property here.

2. Diocletian’s Palace: General Character, Heritage Attributes, and Values

Diocletian’s place in Split was built between the end of the 3rd
century and the beginning of the 4th centuries AD, as a private
residence of the retired Augustus and founder of the tetrarchy,
Diocletian2). In later times, the well-preserved remnants of theFig.3 H istoric core of Split, protected zone
and heritage assets
Source: L. Petrić, 2015.

former Roman palace served as the basis for the developmentof a medieval commune that gradually grew into the centre ofa modern city, in which people live and work. The palace extends
over an area of 20.8 hectares, enclosed by tall classical walls.
The palace’s narrow streets are reserved for pedestrian-only
use.

109

According to the 2011population census, 2,320 people still live inside the palace perimeter. A recent de-mographic and sociological survey has shown that they are middle-old age persons living in average-income households.3) The space inside the palace has different stakeholders, including the state, the city, theCatholic church, other religious communities, as well as local and business entities.

In Diocletian’s palace, there are three museums: the City Museum of Split, which operates at three locations, the Ethnographic Museum, and the Treasury of Split Cathedral (church collection). Their valuable
collections are housed in historic buildings. Although it is difficult to differentiate and enumerate all thefeatures, attributes, and values of Diocletian’s palace, Table 1 gives a list of those which are considered asof primary importance.
Tab. 1 The selected list of attributes

azard and Vulnerability Analysis
3. Hazard and Vulnerability Analysis

ity of Split, including Diocletian's palace, is classified
as a high -risk zone. This means that it is at risk
Source: by author.
thquakes,
floods,
and
fire.
In
the
recentyears,
aseriesofsuchasunwanted
events
The city of Split, including Diocletian's palace, is classified
a high -riskzone.haveThis beenmeansrecorded,that it is atasrisk
3.
HazardandVulnerability
Analysis
ated in Table
2.
of earthquakes,
floods, and fire. In the recent years, a series of such unwanted events have been recorded, as
The city of Split, including Diocletian’s palace, is classified as a high risk zone. This means that it is at risk ofearthquakes, floods, and fire. Inrecent years, a series of such unwanted events have been recorded, as ilRecently recorder hazards in the area of Diocletian Palace
Tab. 3 Number of the tourists in August per
lustrated in Table 2.

illustrated in Table 2.

Tab. 2 Recently recorder hazards in the area of Diocletian Palace

Tab. 2 Recently recorder hazards in the area of Diocletian‘s Palaceyear

Source: by author.

by the author.
Source: bySource:
the author.

Tab. 3 Number of the tourists in August per

Tab. 3 Number of the tourists inAugust per year

Source: by author.

Source:the author.
Source:by thebyauthor.

Earthquakes are relatively frequent there, although so far they haven’t caused larger damage. The past decade has seen an increase in floods due to heavy rain and the rising sea level. Apart from making it difficult

are relatively frequent there, although so far they haven’t caused larger damage. The pastquakes Earthquakes
are relatively
frequent there, although so far they haven’t caused larger damage. The past
decade has seen an increase in floods due to heavy rain and the rising sea level. Apart from making ite has seen an increase in floods due to heavy rain and the rising sea level. Apart from making it
difficult for the city to function normally, the water threatens the substructure (cellars) of the palace and theult for110
thecity to function normally, the water threatens the substructure (cellars) of the palace and theneglected buildings, including roof frames. For example, at the beginning of 2021, due to heavy rain, aEarthquakes are relatively frequent there, although so far they haven’t caused larger damage. The past
decade has seen an increase in floods due to heavy rain and the rising sea level. Apart from making it
2.11 Disaster Risk Management Draft Plan for the Historic Core of Split with Diocletian’s Palacedifficult for the city to function normally, the water threatens the substructure (cellars) of the palace and theneglected buildings, including roof frames. For example, at the beginning of 2021, due to heavy rain, a4
for thecity to function
normally,
the water
threatens
the substructure(cellars) of the palace and the nerundown roof
collapsed,causingsignificant
material
damage.
glected buildings, including roof frames. For example, at the beginning of 2021, due to heavy rain, a rundown roof collapsed, causing significant material damage4).

Tab. 4 Detailed correlation between hazard, vulnerability and the ensuing effects

Tab. 4 Detailed correlation between hazard, vulnerability and the ensuing effects

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Source: by author.

Source: by the author.

If closer attention is paid to the data presented in Table 2, it can be noticed that fires occur more often insummer, which is logical. Yet, it is interesting to observe that in 2019, in a very short time (one and a halfmonths) as many as four fires broke out at the centre of the palace. Considering other data, e.g., number
If closer attention
is payedpaid to the data presented in Table 2, it can be noticed that fires occur more often
of tourists per month (Table 3), it can be concluded that the number of fires is correlated not only to thein summer,risewhich
is logical.temperature
Yet, it is but
interestingobservethat in(in2019,
in a2019
verytheshorttime stays(one and a halfin atmosphericalso to thetonumberof tourists
summerovernight
months) asreachedmany aasrecord
four number).
fires broketheobserved
centre ofthepalace.
Consideringotherofdata,
e.g.e.g.,number
It hasoutalsoat
been
that
with
the increasein the number
tourists,
thenumberof people
livingcore drops (e.g.,
the palace
had 4,000
inhabitants,
in 2001of tourists per
month(Table3),initthe
canoldbecityconcluded
that in
the1980
numberof firesis correlated
notonly to the rise
3,235
and
by
2011
their
numberfell
to2,320).
The
exodusofresidents
has
reduced
the
need
for
traditional
in atmospheric temperature, but also to the number of tourists (in summer 2019 the overnight stays reached aactivities in the palace and has led to the abandonment of single spaces (especially those with safeguarded purposes). The abandonment of spaces is typical of properties without a clear title, and it has led to
non-maintenance which makes the complex of Diocletian’spalace vulnerable to all sorts of hazards 5). A
3detailed correlation between hazard, vulnerability and the ensuing effects are shown in Table 4.

4. Developing a Disaster Scenario

The unwanted events relevant to potential hazards include the situation as follows: A destructive earthquake strikes; the hypothetic time is July, Saturday, 9:00 AM. The narrow streets of Diocletian’s palace are
crowded with tourists who are sightseeing, breakfasting and taking coffee at the numerous food anddrink facilities. The local residents are walking by, using the green market – fish market route (the very
heart of Diocletian’s palace). The earthquake damages historic structures. The non-maintained roof frames
collapse. People are injured, and the main access streets are blocked and impassable. The earthquake
causes fire breaking out in one of the food and drink facilities (2nd hazard). The situation gets complicatedas the ambulance crews and the fire brigade enter the centre of the palace only with difficulty. The hydrants are in function, but they are underground and covered with debris, which causes additional problems to the firefighters in extinguishing the fire. There is panic in the streets. Irresponsible individuals profit from the situation and there is a danger of theft of private property, museum collections, etc., taking
place (3rd hazard).

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The outcomes of such a scenario can be:- loss of lives,- loss of economic activities (cultural and touristic),- loss of livelihood,- the collapse of historical buildings and loss of heritage attributes,- loss of authenticity value,- damage to museum collections.

5. Mitigation Measures

In order to avoid or mitigate the consequences of the above-described scenario, some measures can betaken (see Table 5). The creation of the disaster response policy and disaster response planning aretime-consuming activities that should be done on the State level. Yet, although the preparation of response measures involves hard and tedious work, and is slow, the plan should not be given up on, as theresults are long-term, solid, and ultimately have a positive impact on the development of other measures
such as maintenance measures.
In the case of Diocletian’s palace, the maintenance measures also mean the consolidation of priority structures (particularly those located along the evacuation routes and access streets) and the maintenance ofroofs, draining systems and hydrants, on a permanent basis. The cost of the majority of these preventive
interventions and activities are low-to-moderate, and the results are immediate.
Measures such as education and raising awareness are very important, and their implementation should
involve groups who spend significant periods of time in the old city centre: residents, tourist guides, ownTab. 5 Proposed Mitigation Measures

Source: by author.

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2.11 Disaster Risk Management Draft Plan for the Historic Core of Split with Diocletian’s Palaceers of food and drink facilities, museum staff. Considering the fact that the space of the palace is crisscrossed with narrow streets, stress should be put on the development of street signalization and the signalization of main evacuation routes.

6. Preparedness and Response Measures

In case of occurrence of a disaster, good preparedness and organization can facilitate the process of earlyrecovery. Sites with a high concentration of cultural attributes such as Diocletian’s palace require awell-defined emergency team, which includes, along with the standard rescue team (firefighters, paramedics, police, civil protection), also cultural property experts, who, apart from taking care of artworks
evacuation and preliminary damage assessment, can and must act as a coordination body in the contacts
with the Government when it comes to renewal priorities6). Fig. 6 illustrates the proposal of the expert CH
team, in which the existing capacities of the State and public institutions are taken into consideration.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2021 Participants

Fig.6 The proposal of the expert CH Team
Source: by author

7. Conclusion

Diocletian’s palace is a specific site with a large number of users, owners and stockholders in a small area.
It is an excavation site, open-air museum, and a space in which people live and work. The potential disaster wouldn’t only have a bearing on the cultural heritage property but also on the quality of life of its residents. For sites like this prevention is of crucial importance. In order to mitigate the scale of the potential
disaster, it is necessary to raise consciousness and to engage all the interested parties in active and systematic implementation of the protective measures.
It is the duty of owners and users to maintain their buildings, and it is a duty of the State and public services to assist them in doing that, with advice, financial support and legal regulations. In conclusion, it
should be noted that the city of Split and its surroundings have been significantly impoverished in termsof economy and production in the last half-century. In the event of a disaster, this will make recovery moredifficult. It is very important to note that for this reason, one should work on encouraging products andtraditional crafts (e.g. stonemasonry, stone extraction).

References
1)

The present study is a product of the work carried out during the 15th UNESCO Chair International
Training Course (ITC) on Disaster Risk Management of Cultural Heritage, held at the Institute ofDisaster Mitigation for Urban Cultural Heritage (D-MUCH), Ritsumeikan University, Kyoto, Japan.
During the production of a detailed and comprehensive DRM plan, the city of Split will be considered

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2)
3)

as a unique cultural and historic site, with all of its attributes.

Bulić, F., Karaman, Lj.: Palača cara Dioklecijana u Splitu, Zagreb 1927.

Petrić, L., et al: Plan upravljanja povijesnim kompleksom Splita i Dioklecijanovom palačom, pp. 400,

Prosinac 2015, https://www.split.hr/ukljuci-se/plan-upravljanja-gradskom-jezgrom/nacrt-prijedlo-ga-plana-upravljanja-povijesnom-jezgrom-splita-i-plana-upravljanja-podrumima-dioklecijanove-pal4)
5)

6)

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ace, accessed 8 November 2021.
https://slobodnadalmacija.hr/split/urusio-se-krovni-vijenac-u-dardinu-srecom-nitko-nije-nastradaootisao-i-dio-fasade-1088729, accessed 8 November 2021.
It should be observed that tourism is one of the leading reasons why many spaces in the palace, instead of falling in disrepair, have been renewed and maintained. Yet, despite this, there is still a large
number of underutilized and derelict spaces.
Tandon, A.: First aid to cultural heritage in times of crisis, 2018, pp. 125.; https://www.iccrom.org/resources/publications?keywords=&page=2, accessed 8 November 2021.

3 Appendix

List of Resource Persons(As of 2021 October)
Yoshio NAKATANIChancellor,
Ritsumeikan University
Valerie MAGAR
Unit Manager, Programmes
ICCROM
Kenzo TOKI
Special Research Fellow,
Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH)
Takeyuki OKUBOUNESCO Chair Holder
Professor,
Department of Civil and Environmental
Engineering,
Ritsumeikan University
Director,
Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH)
Rohit JIGYASU
Project Manager,
Urban Heritage, Climate Change and Disaster Risk
Management
Programme Unit, ICCROM
Dowon KIM
Associate Professor,
Department of Civil and Environmental
Engineering,
Ritsumeikan University
Lata SHAKYAAssociate professor,
Kinugasa Research Organization,
Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH)

116

Ksenia CHMUTINA
Senior Lecturer in Sustainable and Resilient
Urbanism
The School of Architecture, Building and Civil
Engineering, Loughborough University
Lee BOSHER
Professor of Disaster Risk Management
Group Leader-Water Engineering andDevelopment Center (WEDC)
School of Architecture, Building and Civil
Engineering, Loughborough University
Keiji YANO
Professor,
Department of Humanities, Geography Major,
College of Letters, Ritsumeikan University
Shinta YOSHITOMI
Professor,
Department of Civil and Environmental Engineering,
Ritsumeikan University
Masamitsu FUJIMOTO
Associate Professor,
Department of Civil and Environmental Engineering,
Ritsumeikan University
Yoshifumi SATOFUKA
Professor,
Department of Civil and Environmental Engineering,
Ritsumeikan University
Junko FURIHATA
Chair,
Department of Conservation science,
Curatorial Division,
Kyoto National Museum
Daisuke YAMANOUCHI
Fire Prevention Division,
Kyoto City Fire Department

Aparna TANDON
Senior Programme Leader
First Aid and Resilience for Cultural Heritage inTimes of Crisis | Sustaining Digital Heritage
Programmes Unit
ICCROM
Yasumich MURAKAMI
Professor,
Department of Historical Heritage,
Faculty of Humanities,
Kyoto Tachibana University
Yoshihiro HIRAOKA
Professor,
Architecture Design Laboratory,
Department of Design Information,
Miyagi University
Wesley Webb CHEEK
Senior Researcher,
Kinugasa Research Organization,
Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH)

Tomoya INAGAKISpecialist for Cultural Properties/ Architect,
Architecture and Other Structures Division,
Department of Cultural Properties,
Agency for Cultural Affairs, Government of Japan
Eugene JO
Programme Manager,
World Heritage Leadership,
ICCROM
Giovanni BOCCARDI
Former Chief,
Emergency Preparedness and Resporse Unit,
Culture Sector, UNESCOElke SELTER
Research Fellow,
Cultural Heritage,
British Institute for International and Comparative
Law

Dulce Maria GRIMALDI SIERRA
Senior conservator for conservation and researchof decorative elements at archaeological sites,
Coordinación Nacional de Conservación delPatrimonio Cultural (CNCPC),
Instituto Nacional de Antropología e Historia (INAH)
Elena MAMAMI
Project Manager,
Deputy Head of Office,Cultural Heritage without Borders (CHwB)
Joeseph KING
Director,
Partnership and Communication,
ICCROM
Akira KANBE
Executive Director,
Community development Council, Ponto-cho

Appendix

Hirofumi IKAWA
Project Manager (Japanese secondment),
ICCROM

Ming Chee ANG
General Manager,
George Town World Heritage Incorporated

Yuichi KANEDA
Executive Director,
Community development Council, Ponto-cho
Seigen MORI
Assistant Butler,
Kiyomizu-dera Temple
Takafumi BANSAKA
Chief,
General Affairs Department,
Higashi Hongan-ji
Takeshi OKUMURA
Councilor,
Cultural Property Promotion Office,Kansai Brunch,Nohmi Bosai Ltd.
Hiroaki OHASHI
Senior Researcher,
Kinugasa Research Organization,
Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH)

117

List of ParticipantsAlexandre A. COSTA

Mikael GARTNER

development / Invited professor
NCREP — Consultancy on Rehabilitation of Built
Heritage, Ltd. / Polytechnic Institute of Porto,
School of Engineering

United Nations Office for Project Services

Founder and partner and head of research and

Ana GóMEZURIBE
Advisor on conservation and collections management
Strengthening Museums Program /Colombia
National Museum / Ministry of Culture
Artnet HASKUKA
Chairperson
Council of Cultural Heritage –Prizren HistoricCenterAya MIYAZAKI
Doctorate Student
University of Tokyo (Until 3 May 2021, UNESCO
Office in Lima)
Flavio HAENER
Cultural Property Protection Responsible
Canton Basel-Stadt, Government
Jennifer LANG
Adjunct Associate Professor, Director ofMSc(Conservation)
The University of Hong Kong
Katrīna KUKAINE
Mg geogr, Development department director
The National Library of Latvia
Luana ALESSANDRINIHead for the UNESCO World Heritage, Urban
Decorum, Urban Hygiene and Communitarian
Policies Sector
Municipality of Urbino

118

Infrastructure Design Reviewer

Raphael IGOMBO
Head of education and Public programs
Department
National Museums of Kenya
Richard BAULA
Conservator
National Historical Commission of the Philippines
Veronica PIACENTINI
Officer
Italian Civil Protection Department
Vinka MARINKOVIć
Conservator restorer
Croatian Conservation Institute

List of Observers
Mohamed SOLIMAN
JSPS International Researcher,
Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH)
Suzana KASOVSKA GEORGIEVA
Deputy director and trainer
Institute for Research in Environment, Civil
Engineering and Energy

Photos of ITC 2021

Opening Remarks from Ms. Valerie Magar, ICCROM

Lecture on Development of Disaster Risk Management (DRM) for Cultural
Heritage in Historical City Kyoto

Lecture on Environmental Water Supply System in Kiyomizu-dera Area

Lecture on Histric Context of Living Heritage City Kyoto

Lecture on Core Principles of Disaster Risk Management (DRM)

Site Visit Video, Ponto-cho

Site Visit Video Kiyomizu-DeraAppendix

Opening Remarks from Prof. Yoshio Nakatani, Chancellor of Ritsumeikan
University

119

120

Site Visit Video Higashihongan-Ji

Workshop on Core Principles of Disaster Risk Management (DRM)

Groupwork on Disaster Risk Reduction or Disaster Risk Production
Considering Urban Challenges in Historic Urban Areas

Workshop on Disaster Imagination Game (DIG)

Workshop on Designing Recovery and Reconstruction Process

Lecture on Formulation of Scenarios

Lecture on Post Disaster Needs Assessment (PDNA) and Post Disaster
Recovery Frameworks

Lecture on Geographic Information System (GIS) for Disaster
Management of Historical Cities and Cultural Heritage

Lecture on Seismic Performance of Japanese Historical Structures

Lecture on Governmental Policies of Disaster Risk Management for
Cultural Properties

Lecture on Disaster Mitigation for Cultural Heritage by Kyoto City Fire
Department

Lecture on Lessons Learned from Experience of Kobe Earthquake

Lecture on Management System and Management Planning for Heritage
Site

Lecture on Disaster Risk Management (DRM) System in Kyoto National
MuseumLecture on Recent Development and Emergency Response to Cultural
Heritage in Crisis Situations

Appendix

Lecture on Landslide Assessment

121

122

Lecture on Governmental policies of Disaster Risk Management for
Cultural Properties

Lecture on Post Disaster and Recovery Process in Tohoku Case of Minami
sanriku cho

Presentation of Good Practices of Disaster Risk Management (DRM) by
former Participants

Farewell Party

Final Day

Toast! KANPAI!

Demonstrating how to use fire extinguishing sprinkler in Higashi-Hongan-ji. Taken during the making of site visit video for ITC 2021 online course.